Is flexible working compatible with leadership? Making it work for you.

To allow businesses to continue operating during the pandemic, many employees were encouraged to leave physical workplaces and work remotely. Fast-forward to 2024, and many people continue to perform roles in hybrid and remote work arrangements.

In 2023, 98% of workers expressed a desire to work remotely at least some of the time.¹
58 percent of remote workers report feeling either very or somewhat engaged with their job.¹
Yet 85% of leaders believe hybrid work makes having confidence in employee productivity difficult.²

“The pandemic created a seismic shift in how we work,” says Jennifer Grove, a Partner for Gerard Daniels. “However, this shift has created a divide for some employers that only intended to allow WFH while social distancing restrictions were in place. Other organisations have struggled to find the right approach, as there are some compelling reasons for allowing people to continue working this way.”

For organisations and their employees to thrive in hybrid and remote work environments, there must be a consistent policy and clarity around the types of roles that can be performed this way – because what works for one doesn’t necessarily work for all. Here Jennifer explores who can work remotely, and what it takes for leaders to get it right.

Is it still reasonable for leaders to want to work remotely?

While everyone has the right to a degree of flexibility in their work, life flexibility is quite different to the ongoing requirement for a flexible work arrangement. Flexibility also becomes more complex the more senior the role, because if you have a company-wide flexible work policy, keeping it consistent with the demands of running an organisation and managing large teams can be difficult.

“It is entirely reasonable for employees at any level to expect some flexibility, but it must align with the needs and operating conditions of the organisation,” Jennifer explains.

“For example, if a senior leader wants to WFH two days a week, in most cases this can be achieved. But there are no guarantees, as unlike the policies for gender diversity or inclusion that can be broadly mandated, flexible work is specific to the individual and the organisation,” Jennifer continues. “Success also depends on whether the leadership requirement can be met, which takes some honest and open-minded conversations to achieve.”

How to make flexibility work for you as a senior leader

A range of factors can help senior leaders to perform hybrid roles in a way that enhances their own performance and that of their organisation.

Maturity in your role

It pays to be physically present when starting any new leadership role. And by investing time as a new leader, walking the floor, developing relationships and building trust, it becomes much easier to enjoy flexibility down the track. It should be noted that this period of time can also vary – depending on the circumstances and the organisational needs at the time a leader starts their new role.

Meeting the needs of your team

Junior team members may need additional training and mentoring, but these needs can only be met when leaders and their teams spend time working in the same environment. “When leaders spend too much time outside of the office, development opportunities can easily be overlooked. People can also miss out on much of the organic learning that happens face-to-face,” says Jennifer. “As a leader, it's your responsibility to understand and meet the needs of your team and to know when you need to be physically present.”

Staying connected

It’s easy for people to feel disconnected when they lack human interaction, which makes focusing on engagement key to working remotely from your team. “Human contact will always be needed, as it allows people to build trust and nurture important relationships,” says Jennifer. “If you need to work remotely, lean on technology to stay connected, using your time in the office to be present and to really connect.”

Making yourself available

As a leader you must be accessible and feel approachable to your team, regardless of when and where you work. “When you are working remotely, be clear on your availability, including how, when and why people can reach you,” says Jennifer. “This will help your team to know what is expected and how to connect.”

Avoiding presenteeism

To prevent presenteeism from happening, leaders must be able to measure value through output, not just by being in the same physical space. “Leaders must go beyond being physically present, to being intentionally present and engaged, regardless of where they work,” says Jennifer. “This approach also helps leaders to make the most of face-to-face time, and to maintain the trust and connection on which high performing teams are built.”

Finding the flexibility balance that’s right for you and your employer

Regardless of your organisation’s policy for flexible working, as a leader you must work in a way that allows you to support your team, meet your own needs and perform your role effectively.

“With the right approach, some flexibility should be possible for most senior leaders, and by this career stage you should have the skills and experience to negotiate favourable terms for your employment, without it reflecting poorly on you as a candidate or your ongoing employment,” says Jennifer. “But it’s not what your policy says on paper that matters, but rather how you approach these conversations, and your ability to bring maturity and self-awareness to how you work once flexibility is embedded in your role.”

To improve the performance of your leaders and your organisation, connect with Jennifer or reach out to your local Gerard Daniels team.

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