Going fully remote-are we asking the right questions?

Amid ongoing debates about remote vs. in-office work, especially here in the Nordics, it’s crucial that we, as managers, start asking the right questions. The past year has shown us the convenience and flexibility of working from home during the pandemic. Don’t get me wrong; I value convenience, but it should never come at the cost of productivity, efficiency, and collaboration — essential for startups and companies alike.

As leaders, are we truly asking the tough questions and setting clear expectations for a fully remote and flexible workplace? It worked well when only a few employees were remote; they were often highly motivated and willing to go the extra mile to stay in sync with the office. But what happens when the majority goes remote?

People are indeed different, and their natural tendencies play a significant role in how they approach collaboration and remote work.

While some thrive on collaboration and eagerly seek input from others, there are those who tend to gravitate towards working independently and delving deep into their own ideas. This diversity is not only natural but also valuable within a team. It’s what brings a range of perspectives and approaches to problem-solving.

However, the challenge arises when remote work makes it easier for individuals to stay in their comfort zone. When you’re physically isolated from your team, it becomes even more crucial to actively foster idea and knowledge exchange, collaboration, and experimentation, and ensure that everyone is contributing their unique strengths to the collective effort.

I firmly believe that a more flexible work environment, whether at home or remotely, requires us to ask some tough questions.

Creating a well-functioning remote workplace is not solely the responsibility of management; it has to be a shared commitment.

If you desire convenience and flexibility, be prepared to invest extra effort in fostering collaboration and cross-team work. Get comfortable with digital collaboration tools, and address the elephant in the room — how will employees ensure they meet required hours?

I know this question might seem taboo, with many arguing that results matter more than hours worked. However, in startups, goals often aren’t easily quantifiable for all roles, and work styles vary. Some might finish tasks swiftly, while others take a more extended approach.

Remote work demands more from managers, but it should also place clear responsibilities and expectations on employees.

I’d love to hear your thoughts on this. How can we strike the right balance between flexibility and accountability in remote work, that benefits both employees and organizations.