How much control is needed and appropriate?

Dealing with modern work(place) scenarios

Photo by Michał Jakubowski on Unsplash

Recent events

The topic recently gained renewed attention as an incident went viral on social media. A person from IT leaked a picture. This leak included the announcement that the company, without the knowledge of the employees, runs software in the background on every computer for monitoring. Every ten seconds, a screenshot of the screen is taken and saved. In addition, mouse clicks and keyboard strokes are counted. What these indicators are supposed to tell us about productivity remains the organisation’s secret.

Learning opportunities

However, managers do not bear the blame alone, at least not as long as they are not at the highest level of the organisation. There is one question we all have to ask: what has the organisation offered to train, educate and develop leaders in a timely and ongoing manner? If such offers are missing, then increased or high turnover is still to be expected. Nevertheless, there is a difference between whether an untrained mid-level team leader or an executive board member makes a mistake in how they act.

Implementation

To put this into practice, starting with a so-called team relaunch is best. This step was scientifically founded by Richard Hackman (Harvard University), the author of numerous excellent team-building books. We all entered the new working world more or less spontaneously. The pandemic came, and implementations were ad hoc, often without structure. These steps were typical in times of emergency and must by no means be condemned. But now it is time to bring a systematic approach to the team. Take a few days, create an adequate framework, and discuss for which organisational and leadership culture you are aiming. By doing so, you can jointly design well-thought-out framework conditions for future cooperation that are accepted by all through participation. New Work means participation. Do not just talk about it. Live it in your organisation.

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Niels Brabandt

Niels Brabandt is in business since 1998. Helping managers to become better leaders by mastering the concept of Sustainable Leadership. Based in Spain & London.