Remote Work and Company Culture

Over the last two years, many companies were forced to adopt either a hybrid or a fully remote work structure. What had been an outlier has now become a regular part of most organizations. In some cases, the experience has been better than imagined. In others, it has become a source of constant problems. One of the major challenges for organizations is how to maintain their culture when much of the workforce is no longer in the building.

As you might suspect, this is a primary concern for leaders. How can they build and nurture the types of bonds that establish the culture? How do they onboard new employees when those employees do not begin their assignments in the office? How do they manage company culture when the daily interactions and rituals in the office suddenly become extinct?

It’s not as if the company’s culture will suddenly disappear in a remote/hybrid work context. Cultural beliefs and norms are still being created and sustained. The problem is that they are no longer guided by the systems and routines that are a normal part of the work environment. They are much more dynamic and subject to influence from outside forces.

Making the transition

Traditionally, interactions in the workplace have been key signals and drivers of culture. Those interactions are reflected in the way people act and dress and are reinforced by the physical setting and structure of the actual office itself.

Many of today’s leaders are challenged when it comes to sustaining the desired culture and many employees are no longer in the physical workplace. The place to start, however, is to first acknowledge that culture can no longer be sustained in the same way it was when everyone worked in one place. It calls for a new leadership approach.

Leaders must own the culture

As this shift continues to take place, leaders have a choice to make:

• Stay on course.
• Find ways to support the current culture.
• Capitalize on the change and profoundly reset the culture.

The organization’s leaders must first determine the type of culture they want, then communicate it clearly, and finally, model those behaviors and values that represent this new culture. In fact, this shift toward working remotely has, in many cases, made the company and culture a little more “human.”

Remote work is for real

There have been many recent studies that consistently indicate workers value more flexible work arrangements. But data is showing that remote work options also provide unique benefits for companies. It opens the door to a much wider range of talent while reducing fixed real estate costs. It also tends to increase the overall operating efficiency of the organization.

It’s time that leaders begin thinking about how their teams and organizations should re-enter the office and work environment. How can it be managed in ways that reinforce this new culture? Finally, how can the culture be evenly distributed and experienced across those working in the building and those who are not?

It is becoming increasingly clear to business leaders that we are moving into new and uncharted waters. These leaders must recognize that to thrive in this emerging world of work, it will depend on being open to new ways of creating, building, and maintaining a strong culture.