Editorial
A permanent shift to remote work seemed like a foregone conclusion a couple of years ago. Many were touting the benefits. Discussions abounded about positive environmental impacts. People reported greater satisfaction.
And then came the return-to-office mandates.
And the backlash.
As quiet quitting (and loud quitting) nabbed the headlines, I noticed something. Perhaps the companies mandating a return to the office had never fully committed to an effective remote work philosophy in the first place.
What do I mean by that? I mean they used the principles of the old world of work—butts in seats, heads down, tick boxes—and tried to apply that approach to a dispersed workforce.
Even as they said they were evolving into the new world of work; behind the scenes, many businesses kept their original old-work principles. And of course, it’s not working. To operate a successful remote workplace, you can’t apply the same criteria for success that you used in an office. That’s setting managers, employees and the company up for failure.
What to do instead? Here are three tips I learned as CEO of Alludo, a company that’s made the decision to remain remote first.
Tip #1: Lean Into Flexibility
Even before the pandemic, many of us remember when companies started toying with flexibility. On paper, it was okay to come in late after yoga class or leave early to watch your kid’s soccer game. But in practice, many people did these things at their professional peril.
That wasn’t flexibility. Flexibility is working where, when and how you do your best work without fear of repercussions for your preferences. Flexibility isn't just a buzzword; it's a fundamental pillar of remote-first, distributed companies. Embracing remote work means understanding that the traditional 9-to-5 model no longer holds sway. Presence does not equate to performance. Period.
Truly flexible workplaces support people’s ability to feel included and thrive, regardless of their identities or individual circumstances. And for many people, the ability to work remotely is flexibility at its best. A study by Leanin.org found that 9 in 10 women prefer a hybrid or remote environment, with enhanced psychological safety and fewer microaggressions cited as the main reason. Another study found that remote and hybrid workplaces are overwhelmingly preferred by Black employees. And Alludo’s own industry survey found that 79% of neurodivergent workers said they prefer to work when it's easiest to complete their tasks and projects, even if it's unusual hours.
Supporting diversity within your company is not only the right thing to do, the data also proves it drives financial performance. Why wouldn’t we want to create a flexible environment where everyone can work in a way that enables them to optimize their potential – especially when it can lead to greater profitability? That’s good for business and all of us.
Tip #2: Gather With Purpose
Since our employees at Alludo work from various time zones (and on various personal schedules), we have to be intentional about our gatherings. We don’t hold meetings just to hold meetings, but we do make a concerted effort to foster connections.
Virtual Town Halls highlight two-way communication instead of simply being a list of updates. And of course, one-on-one meetings and check-ins are important too, but with the caveat that they should be purposeful — not just another schedule-filler.
But face-to-face gatherings also have a place in a remote environment. Working remotely doesn’t mean we never meet! There’s a certain magic that happens when you see each other, share a meal and catch up. That’s why it’s critical to add thoughtful and meaningful opportunities for your teammates to connect. We humans are social beings. And while belonging doesn’t come from working inside the same walls, it can definitely be boosted by a real-world brainstorm, shared laugh or relaxed lunch.
Tip #3: Consciously Build Your Corporate Culture (Hint: It Doesn’t Come From Buildings or Cubicles)
While I don’t believe that company culture hinges on physical proximity, I do think that company culture must be actively developed. I’ve been known to say that culture is what happens when the CEO isn’t in the room. Leaders must create the opportunity for that culture to thrive.
Culture is the DNA of your organization. It’s your company’s belief structure, the way you make decisions, your North Star. As a leader, the most powerful lever you can pull to affect culture is what you reward. Do you model and reward the behaviors, traits and values that will drive your company ahead? Do you recognize those who are willing to challenge the status quo? Is it ok to speak up? Share different opinions? These are the cultural traits that will enable your business and people to thrive.
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Clearly, when it comes to building culture, we’re not talking about musical chairs and trust-falls. Your company’s DNA shines through what you support and the ideas you lend your voice to. Employee Resource Groups (ERGs) can be a critical element of a strong culture in remote workplaces. These groups allow employees to pursue personal and professional development while enhancing a sense of belonging and creating meaningful relationships with colleagues. The same can be said for deliberately planning other virtual ways for employees to get to know each other and have fun, whether online or all together.
A successful remote workplace has so little to do with location and so much to do with everything else: trust, performance metrics, leadership style, empowerment, inclusion, engagement, choice and authentic flexibility.
Those elements are the foundation of the new phase of work. It’s so much more than shifting old expectations to a new place. It’s about a whole new approach, and the boundless possibilities that come with it.
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