Monday morning we woke up to additional states and cities announcing “shelter in place” and “stay home” mandates. That means this week even more organizations and employees find themselves working remotely and flexibly for the first time.
It’s not too late to take action. Leaders still have time to help their organizations make the remote and flexible workplace pivot. And, in doing so, maintain a level of operating continuity without unnecessarily jeopardizing their employees’ health during the evolving new normal of the coronavirus crisis.
They also avoid the risk of having to scramble at the last minute if forced to completely shut down in-person, non-essential operations at some point.
Here are ten basic, get-started steps to rapidly transition your organization. These steps are taken from four more comprehensive posts listed below if you want more details.
I also discussed five of the steps in this episode of the Disrupt Yourself podcast (episode and transcript) with disruption expert, Whitney Johnson.
To get started:
Map out Jobs and Tasks. Note which roles and duties:
1) Can be done, even partially, remotely,
2) Cannot be done, even somewhat, remotely, and
3) Not sure (experiment with these by starting remotely).
Divide Non-Remote Employees into A and B Teams: For jobs that cannot be done even partially remotely, AND if you are not under a “shelter-in-place” or “stay home” mandate yet, divide employees deemed ESSENTIAL to onsite operations into A and B teams.Spread parents across “A and B” teams and be creative with schedules to allow them to coordinate childcare.
Prioritize Use of Available IT Hardware and Software. Start with the tech most people know and can easily use. Keep it simple. Wait to explore adopting any new technology solutions until later.
Set up a Communications Protocol. Clarify how different constituents will communicate and when. Don’t be afraid to “interrupt” each other. Assume everyone is “working” unless otherwise indicated.
Redirect Work: Identify tasks/meetings that can be handled virtually without disruption and execute as many details as possible. Experiment where you aren’t sure.
Optimize Work: Fill extra time and capacity that opens up with important, backburner projects that never seemed to get done before (e.g. manuals updated, market research conducted, client lists reviewed), but can be completed virtually.
Continually Prioritize and Check-in (Even If It Feels Like Micro-Managing): Set a schedule for formal one-on-one and team updates. During these check-ins, continually review and prioritize what matters. Leave space for some personal community-building.
Shift Your Productivity Mindset: This is not business as usual. It’s an immediate crisis with very real challenges to address. Adjust your productivity expectations accordingly. SOME productivity is better than NO productivity right now. Keep the flywheel going and people contributing as much as possible especially as everyone gets their bearings in this new temporary normal.
Accept Imperfect Remote Workspaces and Practices: Encourage people to be accessible and responsive during this crisis transition, even with dogs, kids, and roommates in the background.
Capture Real-time Learning and Insights: Each week, check-in and capture what’s happening. These insights can guide the ongoing reimagining of how, when and where work can be done through each phase of the crisis and beyond.
More details regarding the above steps can be found in the following posts:
What’s Your Company’s Remote Work Plan? (HBR)
Tips for Leading Organizations New to Remote and Flexible Work (LinkedIn)
How to Work and Take Care of 32 Million Children (LinkedIn)
A/B Teams: Flexible Schedules and Locations When Remote Work Isn’t an Option (LinkedIn)