Leadership | 05.18.22
The Work-Life Shift and Managing Teams
by Danielle Fulgoni, CPMSM, CPCS
A key focus of the National Association of Medical Staff Services (NAMSS) in the last several years has been the future of MSPs. In January 2020, I wrote an article in Gateway highlighting the importance of mentorship for the new MSP. Two years and a pandemic later, it’s time to examine how this relates to the new workplace model many of us are facing – managing remote & hybrid staff.
The remote & hybrid workplace models are not going anywhere. This isn’t temporary, instead it’s the future of work and the developing norm. I agree these models offer support, flexibility, and greater work-life balance thereby building a more engaged staff. However, there isn’t a simple formula. The trend towards remote and hybrid models existed pre-pandemic, but COVID accelerated the transition. As leaders, we had to quickly adapt to a myriad of challenges, from managing productivity to tracking morale in such an uncertain (and scary) time. What was certain as the pandemic continued was that there was no going back to “normal” – employees simply preferred this new, more flexible model.
The new “ideal” is an inclusive, hybrid workplace where staff – no matter where they are working – are productive, engaged, and feel connected as a team. As leaders, how do we create this seamless connectivity? In 2020, we had to immediately adjust to an abrupt change driven by necessity, but now we have an opportunity to be more intentional in our approach.
I am examining this challenging topic in an “Emerging Leaders Program” at my institution, Memorial Sloan Kettering Cancer Center. After much reflection and framing, I believe the way to make these new models work will require two specific focuses: how work gets done & listening to staff preferences. This was relatively straightforward when everyone was working in the same place at the same time, but is now complex, particularly when onboarding new staff.
It's time for a shift in mindset. Remote & hybrid workers have silenced the critics and are more effective than ever thanks to digitization of roles and innovative technology. Gone are the days of the time employees spend at their desks being a metric of productivity. Ask yourself relevant questions - does an employee need to come to the office every day to be productive? What meetings can be done virtually? How many days should people work from the office? To maximize benefits and reduce challenges, have a plan outlining responsibility, and address employee well-being. There is no right answer, but it’s important to be willing to experiment and see what works best for your team.
Let’s address the “elephant in the room” – inclusion – one of the most significant issues with a remote & hybrid team. We cannot build a positive office culture without a personal touch, which is a challenge when you have a team that isn’t physically together. The new way of mentorship will be enabling personal growth and prioritization of high-quality results no matter where your team works. Motivating teams and retaining connections will be the key to overall success. We’re all human, and our human responses can easily get lost behind a screen. The biggest challenge will be creating one team culture, within your company culture, and figuring out what to keep from your old “normal”.
Set boundaries. This can be looked at in two different ways. The remote or hybrid level of flexibility requires real conversation about what, when, and how work gets delivered. The flip side is working from home doesn’t mean working all the time. The work-life lines are blurred and burn out can easily creep in.
So much of work is about teams and collaboration. As leaders we now must re-imagine how we manage and coach our staff, learn new teaching skills, and most importantly, lead from the front. I want my team doing less low-value activities, like commuting and feeling distracted in a crowded office. Instead, I want the focus to be on time management, detailed documentation, and collaborative, thoughtful communication.
When done properly, hybrid and remote work can make us think differently. There’s a balance to be examined when looking at the benefits of in-person interaction with the freedom of this new work-life platform. We will have to learn new leadership skills, relax the instinct to control, and replace it with trust. I believe as leaders we stand to reap the benefits of more engaged, happy, productive, and innovative teams.