As the severity of the Covid-19 pandemic has started to wane, leaders have begun to hypothesize what a return to normalcy will look like, which social and economic changes will stay and which will fade. Their top priority, however, should be the issue of loneliness.
Theresa Feulner lives on a sailboat with her partner while traveling the world. She works part-time as a remote psychologist specializing in dating and relationships.
The trouble with this stance is it decries the negative impact of remote and hybrid work on wellbeing, yet glosses over the damage to wellbeing caused by the alternative, namely office-centric work.
Companies increasingly use technology to track and monitor their workers, but this doesn't always improve performance or morale. Employers can — and should — monitor their workers so everyone can benefit from the process.
It's been two years after the pandemic's start, and much of corporate America isn't ready to leave remote work behind for a permanent return to the office—and I'm not either. But, having your team back in the office has benefits too.
False intuitions of older, traditionalist leaders cause many to mistrust the productivity and performance of hybrid and remote workers. To address these false beliefs and address proximity bias, companies have to change their performance evaluations to measure deliverables, not passive presence.