Published on September 19, 2022
Published on September 19, 2022
I have spoken to many people in relation to how their business or work unit is performing as Covid seems to be slowly releasing its tentacles and it is with much regret I must announce silos are back!
I am acutely aware how much effort went into breaking down silos by leaders, supervisors, teams, consultants and everyone else I can think of. It finally felt in many workplaces that true collaboration and cooperation were increasing, and duplication and obfuscation were on the decrease.
Then Covid entered the market, individuals and teams rightly retreated to work arrangements designed to limit risk and “keep the doors open”. From my “glass half full” position, these arrangements accelerated alternative working patterns which was good, it also put pressure on “old style bosses” who felt it was necessary to operate with their people in front of them so they could “keep an eye on them to make sure they are doing their work” to become modern leaders who operated on an “outcomes” environment based on trust. I have spoken to people who now understand the difference between setting the environment for the many and confront the few who flout the rules rather than set the rules on the few which penalises the many, but when you squeeze the balloon you may get unintended outcomes.
There are many good articles on teams and connections; Charles Godwin P, HR Leader at Zoho Corporation states “Engagement beyond the desk should be a priority” and “it needs to be meaningful for employees.”; also Arianna Huffington in her article “Rebuilding our pre-COVID connections” make very good arguments and suggestions for how leaders can rebuild or maintain connections within teams and whilst this is an essential task and vital for the ongoing viability of teams what needs to be done to break down the rebuilt silos?
In Hybrid workplaces: Rules for managers Punya Sandhu relates a series of points, one being; Act as a connector. If you want your team to look up to you, show them how you can accelerate their career growth. You must create opportunities for your team to interact with senior management—whether it is including them in an important meeting or asking them to present to a senior executive. I would argue this is a good start and exposing teams across the spectrum of the business is also a great way to promote personal, professional and business growth. This a rare insight into what will be facing many leaders into the future, how do we balance hybrid workforces and maintain the ties that bind all of us both professionally and socially.
I intend to give this some thought; will you? I don’t think the answer is easy, but it is imperative we get this right………….otherwise bosses will be wanting their mignons back in front of them.
Mal Connellan