This Company's Brilliant Remote Work Policy Can Be Summed Up In 2 Sentences
Photo by Nelly Antoniadou on Unsplash
As Covid-19 rages on, more and more companies are making the move to remote work. The newest member of the club: Siemens.
Headquartered in Germany, Siemens is one of the largest companies in the world--a member of the Global Fortune 500 with over 380,000 employees. You probably know Siemens for its electronics or appliances, although the company is also a leader in multiple industries including transportation, renewable energy, and medical equipment.
At first glance, Siemens's recent announcement doesn't seem very exciting. Yes, the company is adopting a new model that will allow employees worldwide to work from anywhere they feel comfortable "for an average of two to three days a week." And yes, this is a permanent standard that extends beyond the current pandemic.
But it was the next part of the announcement, direct from incoming CEO Roland Busch, that really stood out:
The basis for this forward-looking working model is further development [of] our corporate culture. These changes will also be associated with a different leadership style, one that focuses on outcomes rather than on time spent at the office. We trust our employees and empower them to shape their work themselves so that they can achieve the best possible results. With the new way of working, we're motivating our employees while improving the company's performance capabilities and sharpening Siemens' profile as a flexible and attractive employer.
There is so much good here, but I'd like to emphasize two points:
1. Focus on outcomes rather than time spent in the office.
2. Trust and empower your employees.
Put together, these two points make up a brilliant management strategy founded on emotional intelligence, the ability to make emotions work for you, instead of against you. Let's examine why they'd prove invaluable to any company.
Focus on outcomes. Not hours.
Most companies pay their people based on how many hours they spend at work. But this is kind of dumb, if you think about it. After all, those same companies are paid for a result: the end product or service they provide, not the amount of time it takes to produce them.
But this statement from Siemens's CEO sets a new standard for company leaders. Instead of focusing on hours, the goal is to focus on results.
After all, what's more important:
The fact that your employees do good work, that they are able to finish a series of tasks or move a project forward?
Or the amount of hours it took them to do it?
Netflix has found success with a similar philosophy. For example, with its "no vacation policy," Netflix doesn't formally track vacation days for salaried employees. Instead, the company allows its people to take time off as desired, as long as it meets certain guidelines.
By focusing on outcomes, strategies like these help employees make their time count, instead of simply count time.
Takeaway: Don't measure success by how many hours your employees work. Instead, focus on what they are accomplishing.
After all, if a team or individual is able to produce something great in less time than expected, they should be rewarded for that, not penalized.
Trust and empower your employees.
"But," you may ask, "if I don't keep strict watch over my employees, how do I know they'll work hard?"
It's all a matter of trust.
Trust doesn't mean leaving employees high and dry, to figure things out all by themselves. Rather, it's about empowering them. Companies must provide an environment where people have what they need to do successful work.
That includes:
1. Managers who show they care about their people, by taking the time to get to know them and their individual circumstances;
2. Clear communication regarding the scope of the work and milestones;
3. Establishing clear guidelines regarding expected response times for emails or messages, as well as meeting times;
4. Good coaching (instead of micromanaging);
5. Freedom for employees to work when and where they feel most comfortable and productive, as well as freedom to explore ideas, take (smart) risks, and make mistakes;
6. Lots of praise for things done right;
7. Constructive comments when things are done wrong--given in a way to help, not harm.
Of course, none of this is new. These are basic management principles that have been established over years to make for effective work. The key is to adapt these principles to the virtual workplace.
Takeaway: If you can't trust your people, you have a hiring problem.
But once you have people in place who have proved they do good work, give them the freedom and support they need to get the job done. And they will.
So, if you're a company that's considering going remote, or one that already has and is struggling, learn from Siemens's recent announcement and:
Focus on outcomes, not hours.
Trust and empower your employees.
Do this right, and your people will surpass your expectations. And you'll find that remote work not only allows your company to survive, but also to thrive.
There's no meeting quite like the one-to-one.
In a fast-paced business environment, this vital pow-wow presents the opportunity to slow down and communicate in a more intimate context. Learn to conduct effective one-to-ones and you strengthen the bonds of trust and loyalty with your team. In contrast, fail to give these meetings the attention they deserve and you increase the disconnect between you and them.
So, how do you make sure you're making your one-to-ones all they can be?
I reached out to Kevin Varadian, a senior manager with LinkedIn who's responsible for managing the professional social network's small-business clients. He's held various leadership positions over the years, having worked for startups and major corporations alike. I had the chance to view a great slideshare presentation Kevin put together on the topic; I recognized some similarities between his methods and the advice I give regarding one-to-ones, and wanted to hear what else he had to say.
Here are some highlights from our conversation.
1. DO YOUR HOMEWORK.
Well before the meeting, Kevin recommends learning about a direct report's previous weekend and future travel plans. Of course, the key is to be sincerely interested in people, and not to just "check the box."
"You have to be invested personally with each and every person on your team," says Kevin. "If you don't care, they won't either."
Other conversational topics include big wins from the previous week and current gossip or news around the office.
2. GIVE OWNERSHIP TO THE EMPLOYEE.
It's important to remember that this is the employee's meeting. They should be responsible for providing the agenda (five points or less).
Of course, you can add to the agenda if needed--but as the leader it's your responsibility to find time to discuss their points sufficiently.
3. LISTEN FIRST.
Some managers tend to dominate the conversation in a one-to-one. But by going in with a "listen first" mentality, you gain a new perspective and make sure any coaching is well directed. In addition, you give them the chance to "clean out the cobwebs" and air any grievances.
Kevin encourages making yourself a captive audience, "fascinated by their every word with a 100 percent focus on them." Effective listening means resisting the urge to interrupt and developing the ability to ask discerning questions. (You can find more powerful listening techniques in my previous article about using listening to learn.)
Remember: No one learned anything while speaking.
4. IT'S ALL ABOUT TRUST.
This should go without saying, but it's vital that managers never share personal information without the express consent of the person involved. If this trust is broken, it may be impossible to recover.
Additionally, the importance of follow-up can't be overemphasized. This is true of any meeting, but especially of a one-to-one. The quicker you act upon the individual's requests (Kevin recommends getting the ball rolling within 24 hours if possible), the more valuable the one-to-one meeting becomes.
And the more motivated that person will be to follow up on your action items, as well.
5. LOOK FOR COACHING MOMENTS.
As a coach, it's important to ask good questions and inspire your team member to self-reflect.
For example, if the person communicates a lack of confidence in handling a matter, you could say:
"I get the feeling that you weren't sure what to do in this situation. What would you do differently if you could do it over again?"
As Kevin reminds us: "You are the manager largely because of your experience. Don't forget to bring your experience to the table for every single one-to-one."
6. MAKE IT EXCITING!
It's easy for one-to-ones to become monotonous. It's your challenge to keep that from happening.
Instead of just having a discussion, how about using a whiteboard? Make your team member's narrative visual to help him or her think through what needs to be accomplished.
It's also important to get away whenever possible. Can you schedule your meeting on a rooftop? How about another unexpected location?
Kevin fondly recalls his most memorable one-to-one as an employee, when his manager surprised him by holding it on top of the Empire State Building. You may not have that option available, but there are countless others--like making your one-to-one a walking meeting, or buying an individual his or her favorite coffee or tea. Get creative!
Remember, great leadership is about building mutual respect and cultivating relationships. The more effort you invest in one-to-ones, the greater the opportunities to inspire your team.
Enjoy this post? Check out my book, EQ Applied, which uses fascinating research and compelling stories to illustrate what emotional intelligence looks like in everyday life.
A version of this article originally appeared on Inc.com.