The COVID-19 pandemic changed everything. We learned how much we could do even when we were not in the same office with our colleagues or clients. We used technology in new ways, including meeting with prospects and clients, collaborating with our teammates and even onboarding new associates. Our businesses continued to grow, and productivity increased. Return-to-office dates got pushed back and businesses continued to onboard new clients and enjoy productivity increases.
So why would anyone go back to the office? Many firms wanted to be back to preserve their culture, foster team collaboration and provide in-person developmental opportunities for associates.
All great reasons to be in person. After all, we always say that this is a relationship business. Being together helps build the bonds we create with our clients and colleagues.
Memories are short, and most people do not like change. Your leadership may have considered remote work an experiment, or worse, a necessity during the pandemic. But not a new way of doing business. So, they want you back in the office. Luckily, for many, it is now a hybrid office. So, you spend some time if the office, and some time working remotely. You may have a few “overlap” days where everyone is in the office at the same time, so that you can “collaborate.” What does that even mean? Work together? Haven’t you been doing that for more than 24 months?
The challenge is to help your leadership understand the value a hybrid or remote work option brings to the firm. More importantly, you need to demonstrate advances in your skill set to ensure you are considered for advancement opportunities. Not everyone is fortunate enough to work with leaders who are willing to change the status quo.
Issues you may be facing:
- You want to work remote/hybrid.
- You want to learn and advance in your career.
- You are used to collaborating online ... but your boss is not.
- You want to get promoted.
How can you make remote work for your career?
Like a broken record, I am once again, standing before you to say that you must own your career. If you want to successfully work someplace other than in the office every day, you need to show the value that you still bring. Some examples of how to do that:
- Do your job. Seems like a cliché, but make sure you are meeting with clients, updating financial plans and networking with prospects, if that is your job. Get it done. No conversation about your future will happen if you have not proved your ability to get the job done.
- Establish goals and metrics so you can discuss your progress and any issues you may be facing. It is good practice to know your boss’ goals as well. Having transparency ensures alignment and allows constructive conversations about how the whole team is doing.
- Be proactive about getting feedback. If you are not in the office, you will not get the coffee cart feedback session or late-night office drop by. So, make sure you schedule time. If you are in the office, schedule a lunch or walking meeting to discuss. It is also great to show your leaders how feedback can happen remotely. A FaceTime call can feel a little more natural than Zoom. If you can, text. And the old-fashioned phone call is a remarkable tool to quickly stay connected without having to worry about what your background looks like.
- Speak up about your ideas. Being in a different location from your teammates allows you to think differently and offer alternate points of view. You are less likely to be affected by the groupthink that occurs when everyone is in the same room and may get carried away by ideas. You will have to work a little harder to make sure you can make sure your points are heard.
To be sure, the workplace has changed. Old ideas do not make as much sense anymore. That does not mean we are not still in a period of transition. In firms that were used to being on-location, proving that the culture can still be healthy will be harder. As the next-generation leader in your firm, you can show how to keep that culture alive and lead by example:
- Form ERG groups for shared passions or identities with co-workers. Not only does this showcase leadership skills, but it also strengthens the firm culture.
- Hire and engage with a more diverse workforce, especially populations that may not have been able to work in person full time. A hybrid culture allows for more flexibility.
- For roles that are not as easily hybrid, consider what options can be put into place. Can work hours be flexible for employees to come in later or leave earlier, work four 10-hour days? Flexibility is free, and the loyalty it creates is priceless.
One of the main arguments against remote work for next-generation employees is that we are not creating tomorrow’s leaders. I would argue that tomorrow’s leaders need to be comfortable and skilled at heading up remote organizations. Work based by location is from the industrial era. In the digital era, we need to ensure a human-centric business model. We all need to step it up to engage our associates, wherever they are.
Kate Healy is a financial services industry executive and NextGen advocate, focused on building brands.
