"He's not concerned with yesterday
He knows constant change is here today
He's noble enough to know what's right
But weak enough not to choose it
He's wise enough to win the world
But fool enough to lose it"
So go the lyrics to Canadian power trio Rush's 1982 single "New World Man." Drummer and lyricist Neil Peart passed away from cancer this past January, casting a shadow on the hearts of many music fans (including this author). His great drumming, and, just as importantly, poetic musings on the human condition, remain as a soundtrack to our lives.
Neil's prediction that "constant change is here today" could also have ended with the phrase "to stay." The COVID-19 pandemic thrust nearly every working person and student on the planet into a churning snow-globe of both complications and possibilities. Concepts once considered experimental or theoretical (i.e. an entire population working from home) materialized in front of us. Old business models, oft propped up by tradition more than necessity, crumbled while new ideas thrived. Those who owned stock in the right companies (I'm looking at you, Zoom) saw their investments multiply while others locked into a traditional economy struggled to stay afloat.
The following are 10 lessons learned from 2020 from the world of business and education. Feel free to add your own thoughts in the comments below!
1. Telecommuting is no longer theoretical: I actually wrote my Master's thesis on the merits of working at a distance. The fact that this concept was actually considered "experimental" in 2003 is almost mind-boggling. Despite the fact that many people can work from a distance doesn't mean the process is right for everyone. Although big companies such as REI and Google are extending telecommuting options, some people may want to return to the office. The challenge for managers will be to decide on new approaches to measuring productivity (see point 2).
2. Management by walking around is no longer a good measure of productivity: Regardless of how progressive most managers believe themselves to be, many office leaders have an attendance bias. We tend to see people who show up on time and don't miss work as being more productive. In the current environment, this bias leads to more video meetings, check-in's, and other methods of actually pulling people AWAY from their work. In education, the bias of many instructors is to give remote students more to do under the subconscious belief that individuals who are not sitting in front of us must be "slacking."
How can we combat these tendencies? Workplace managers and teachers should consider measuring outcomes rather than more obvious metrics (like attendance). If employee A works best at midnight, and they are hitting their deadlines, is there extensive value in requiring them to be on an 8 a.m. video call? Similarly, teachers should consider what the goals of the course are (hello, instructional design) rather than how often a student is logging in.
My observation as a teacher here is that shorter, more applied assignments generally work better in the online world. For example, at the beginning of the pandemic, I emphasized the value of security in my e-commerce class by having my students send secure e-mails to showcase asymmetric and symmetric key encryption. The application of this concept stuck with them far more than a typical lecture would.
3. More video does not equal more interactive: Anyone who has attended more than one online meeting this year can attest that these sessions can be difficult. On the surface, face-to-face video calls seem to make sense; after all, don't we want to see the people we're interacting with? The problem of so-called "Zoom fatigue" is one of focus; in a traditional meeting, we don't ceaselessly stare at 12 other people for the entire session. I propose for 2021 that managers and leaders evaluate if a virtual "face-to-face" is actually the right path. For example, if real-time interaction is required, why not return to audio only, where attendees can feel free to take notes (or throw a load of laundry in the wash) without being judged? Is anyone gaining anything (besides eye strain) from staring at their entire office staff for an hour?
4. Employees and students need to learn how to more effectively network remotely: For years, we've emphasized the value of resumes and in-person networking. However, many of us (including both college students and actively-employed individuals) are not great at online networking. In the digital whitewater of social media, e-mail, and other online communications, how do we ensure that our messages (and requests for interaction) make it through? Although I definitely think a good managerial communications class is something that anyone can benefit from, there are tons of free online tutorials on how to write a concise and effective email and the best ways to make a video interview go smoothly. Some of it is simple stuff we've just gotten used to; for example, how many of us elevate our laptops during video calls (i.e. with a couple of books on our desk) so that the camera isn't shooting straight up our noses? These little points make a big difference!
5. Managers, teachers, leaders have to set standards: In class this year, I had to institute a number of policies to ensure a quality experience for remote learners. Some of these rules included: Wear a shirt to class, no attending class while driving (yes, really), no use of cellphone video calls (without special permission) and cameras on during class. Yes, I realize the "cameras on" rule seems to contradict point number 3, but there are times when a video "check in" is the only way to verify attendance. How we conduct ourselves as managers and teachers really does set the tone for those who follow us. Way back in March, at my wife's behest, I made the decision to wear a tie to every online class. Her point to me was that my choice of garment put me in the right head-space to do my job (i.e. clothes make the man/woman). She could not have been more correct. I'm still, however, working up the courage to dress for my dream job:
6. Routine still matters: Although I'm not suggesting that everyone should have the same routine (see my statements under point 2), some kind of ritual still matters. My normal commute to work usually means a stop at my local convenience store for coffee and breakfast and 30 minutes of drive time. When working from home, I preserved that routine (although "drive time" turned into a half-hour coffee and breakfast in my living room with a dog on my lap). Some companies are even building virtual commutes or wind-down time into online productivity suites. There is value in knowing when to quit; studies have shown that most people tend to work MORE when telecommuting!
7. Less can be more: Going back to point number 2, consider reducing the length of communications where relevant. Even prior to COVID, many of us had the habit of CC'ing too many people on too many things. Consider who actually needs to read something before providing MORE content for them to sort through.
8. Consider the medium: Different methods of communicating carry varying levels of importance. For example, a text message generally warrants a quicker response than an e-mail. Although both can easily be accessed on a smartphone, text messages imply a level of familiarity not present in e-mail or even social media messaging. In addition, think about form factor; unless detail is warranted, most e-mails should be no more than 3-5 sentences. Why? Because they will likely be read on a smartphone screen. Instead, include attachments or links so that the recipient will (hopefully) make the choice to review the content on a larger screen.
9. Hybrid=The toughest model of all: Zoom, Google Meetings, and Microsoft Teams all work really well when everyone is online. These tools work LESS well when you've got remote workers/learners who are joining an in-person session (and then add face masks). This model, although a current necessity, splits the attention of the presenter/instructor, who also faces the challenge of making all attendees feel included. My best suggestions would be to remember to call upon remote and in-person participants so that individuals do not simply "check out" during their online days. In addition, always (and I mean ALWAYS) check your speakers and microphones prior to the beginning of a session.
10. Be real: In this crazy year, I've heard dogs barking on national radio shows and off-color comments coming from student room-mates who didn't realize their neighbor was taking a class. My tech has died in the middle of a lecture and I've resorted, at times, to singing (and rapping) on a camera to break the tension and to get people back "in." In some strange way, there's a greater familiarity between all of us this year. We have, together, experienced a cataclysmic upheaval of our reality. We are all grieving the life we used to have and longing for a simpler time. The titles and distances between managers and employees or students and teachers aren't as big and distant as they used to be. There will continue to be mistakes, malfunctioning microphones, and hyperlinks that don't work, as well as crappy wi-fi and outages. The infrastructure will improve and we'll continue to get better at using it. In the meantime, do your best and realize that nobody is born knowing how to do broadcast video from their living room.
As we stare down the last days of 2020, thanks to everyone who's taken the time to check out the blog, drop a line of encouragement (or suggestion), or to share my content. I'm hoping to expand into some bigger online ventures next year, but I've truly enjoyed this starting point. Here's a year end wish for a much better and brighter 2021 for one and all...a year when we get re-centered and find ways to make our world better. Let more of the late, great Neil Peart's lyrics guide us into the new year:
"He's got a problem with his poisons
But you know he'll find a cure
He's cleaning up his systems
To keep his nature pure
He's a new world man"
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