Can You Lead Who You Don’t See?

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  • Originally published on Linkedin Pulse.

    During a recent family dinner, my son, a sophomore in college, discussed an online course he had taken over the summer.

    I was quite surprised to hear that my son didn’t like the course. His professor was never there since he was based in Connecticut, and my son’s only in-person contact was when he had to take a test because the tests course was proctored.

    There was no collegial environment where my son could walk out after class and discuss the latest lecture with his classmates – what intrigued them, what they learned, what they didn’t understand.

    It was an abrupt beginning and ending that started with a blank screen and ended with a blank screen. Everyone went into their virtual worlds instead of the local campus Starbucks.

    I found my son’s story fascinating, given that millions from his generation never go anywhere without a tablet and a phone. They prefer to communicate via texting as opposed to talking on the phone, or use pictures and emoji to tell their stories. Even when they’re together in-person, they’re staring – like many of us – at their devices.

    Questions to Ponder

    My son’s experience also led me to think about the workforce environment we have today and the leadership that will be required to lead it. And this dinner table discussion raised some questions that I’ve thought about ever since:

    • How do you lead an agile workforce where dozens or hundreds of your employees work from their homes, at coffee shops, or while sitting with the customer?
    • Can you easily replicate the team-based environment that’s created in an office?
    • Is this a sign that the American office that we know today – and grew up in over the last century – is in for a drastic overhaul?

    To me, the answer to these questions does not rest in a better version of FaceTime or some other form of teleconference. It’s a cultural issue in the American workforce. And a leadership evolution is needed to lead in this new environment.

    A 21st Century Workforce

    A few years ago, Yahoo! CEO Marissa Mayer turned the business world upside down by conducting a drastic overhaul of the company’s work-from-home policy.

    Instead of going with the flow of the agile workforce, Mayer sought to remove the company’s work-from-home option. Regardless of whether you agree or disagree with her, it was a hot topic of conversation. She felt that since thousands of Yahoo! employees were working alone from their homes, they were not channeling their creativity, regardless of job function.

    The move was designed to get everyone together to start challenging each other through the spirit of collaboration in the hopes of achieving greater productivity. The jury is still out about whether or not this has – or has not – worked for Yahoo! and its associates. But one thing is certain: the concept of an agile workforce will continue to be an important conversation in our business culture.

    The workforce of the 21st century is fast-paced. A wide variety of industries are focused on serving their customers in a 24/7 environment. Yet despite all the advances in mobile technology, it’s not without challenges.

    According to a survey conducted by the American Psychological Association, “more than one-third of American workers experience chronic work stress” and “only half of the adults polled said they feel valued at work.” It’s not surprising that “seventy-five percent to 90% of all doctor’s office visits are for stress-related ailments and complaints.”

    Leading in this New World

    How do leaders provide the benefits of agility – working from home or near the customer – with the cost-effectiveness yet still retain the culture?

    • • It Starts with the Leader – It starts with one person first and foremost: the leader. In any organization, do as I do is paramount to building a cohesive and collaborative workforce. It’s the leader’s responsibility to bring this alive, and it starts with him or her. When I think of the agile workforce for health care – a person leading a virtual team of nurses – it’s easy to put all things aside and just focus on the people you serve. Yet sharing best practices, and building strong relationships with the colleagues that share your passion, is something any leader can reach for.
    • • Socialize the Workplace – In 2015, “U.S. smartphone and tablet users will spend an average of 3 hours and 5 minutes a day using mobile apps.” The integration of this mobile technology into our professional, and personal, lives is what we’ve come to expect, and it will only continue. Yet we can’t just rely on phone or instant-message conversations to build cohesion in agile workforces. Regularly scheduled, in-person meetings are essential for building a cultural fabric that is critical for collaboration. Talking about our personal lives in meetings and conversations is helpful too.
    • • Prepare for the Future – According to the Department of Commerce, “In 2050, the population aged 65 and over is projected to be 83.7 million, almost double its current estimated population of 43.1 million.” Given this projection, caregiving is essential. The Family Caregiver Alliance expects that “by 2050, the number of individuals using paid long-term care services in any setting will likely double from the 13 million using services in 2000, to 27 million people.” The importance of caregiving must be taken into account when building an agile workforce, regardless of industry. At Humana, we believe this will better support employees’ efforts to balance work/life demands.

    We’ve all heard that “sitting is the new cancer.” Given the sedentary lifestyles of the American workforce, building an agile workforce culture by encouraging healthy habits can not only lead to improved productivity, but also provide a means for agile associates to connect with one another. From standing conference calls to step competitions, there are several creative programs that can foster relationship-building among an agile workforce.

    The new technologies not only hold immense potential for enabling the agile workforce, but also go well beyond into the customer setting. At Humana, we’ve seen how technologies such as telehealth have started to disrupt the health care industry. Telehealth has significantly enhanced our members’ ability to improve their health. Through telehealth, members have formed peer groups where they’ve shared best practices with each other on how best to deal with chronic conditions, such as diabetes.

    The virtual benefit of an agile workforce is really cold without the physical connection. An office that has gone agile can have a lot of empty cubes, and energy is absent. To see this in another context, you may encounter a large restaurant but decide not to go in because it’s empty. But you may find a small restaurant that’s packed, bustling with energy, and you make a different decision. Ask yourself: when you walk into your office and see it empty, do you assume your people are agile?

    The agile workforce may be here to stay, but we need to approach it from a more informed perspective. Technology is vital, but the importance of a handshake, looking someone in the eye, or bonding with a colleague over a shared experience are critical to fostering an environment that provides a strong work/life balance. In the end, it’s about the people we work with and the people we serve. We must never lose sight of that – or of them.

  • Bruce Broussard
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