It seems less and less likely that the pandemic will be impetus for a permanent wholesale shift to remote work. Sure employee sentiment polls find that most people like working from home and anecdotal evidence suggests. A few of them will refuse to return to the office if and when their Bermuda Email Addresses leaders summon them. But the US Bureau of Labor Statistics reports that only 16.6% of employed persons teleworked or worked at home. Because of the coronavirus in May 2021 down from 18.3% in April. Moreover few CEOs of major companies are wholeheartedly embracing remote work: some like Jamie Demon of JPMorgan are rejecting. It altogether and many including Tim Cook of Apple are offering some form of hybrid work instead. Cover of Remote Work Revolution showing individuals arrayed in a vast social network.
Remote Work Revolution Succeeding from leading people at
This suggests that the title of Harvard Business School professor Steal Neely’s new book, Remote Work Revolution, is something of an overstatement. Indeed, in the book’s introduction, Neely reports that JPMorgan “is considering a permanently remote workforce”—which isn’t happening. But that doesn’t mean leaders shouldn’t read the book. It is, after all, more and gulf email list more likely that leaders will be called upon to manage people who are working remotely some of the time. That is if they aren’t already responsible for distributed teams salespeople and other employees. Whose work takes them on the road or mixed teams of full time employees and external contractors. And they will need to prepared. For workers and leaders around the world explains Neely untrained remote work isn’t a panacea. In fact you may have experienced some or all of the many challenges that are inherent in virtual arrangements.
Remote Work Revolution addresses these challenges
The challenges for leaders include keeping people connected when they aren’t in the same place, building trust and alignment without in-person contact, avoiding Zoom fatigue and other technological pitfalls, creating viable boundaries between work and private lives, and transferring highly coordinated work to distributed settings. Remote Work Revolution addresses these challenges and more in a handbook format. Each chapter poses a question (“How should I use digital tools in remote work?”) and, drawing on her own and others’ research, Neely answers it with practical and nuanced advice. In the case of digital tools, for instance, she explains that when choosing the best communications media, the existing relationships among team members can be a more important consideration than the type of information being conveyed. If team members have already established positive relationships and know one another well, email alone can be adequate for negotiations and decision-making.