Liz's Latest Articles
With so many challenges facing our families, schools, communities, businesses, healthcare and governmental institutions, the responsibilities on us as parents, professionals, and leaders have grown dramatically. And there’s no end in sight. As leaders, how we address our challenges speaks volumes about us as people and as leaders.
In just the past few days, how many times have you been disappointed in the quality of service, responsiveness, and basic courtesy you’ve experienced? If you’re like me, it’s happening more and more often, and it’s so prevalent, that it’s becoming the norm. The level of service or performance we’re experiencing more often than not, is so low, our expectations of ‘good’ service have also been lowered.
When we needed to rapidly move to remote work status several months ago, for many of us, it was just a matter of working more from home than normal. We had the capability to access all or the bulk of our work files and systems remotely. For others, it was a matter of grabbing what files and equipment you thought you’d need for a few weeks and then heading home to then figure out how to: serve your customers while using your personal devices, identify ways to access the company’s network of digital and possibly some paper files, get information from colleagues also working remotely who have poor internet connectivity, while also integrating any new company equipment provided to you into your remote work worlds. In the immediacy of the need to work remotely, you made it work. However, as more and more of us are anticipating a permanency to either a completely remote or a partially remote work environment, it’s now a priority that we, as leaders, get control of where our organization's files, equipment, and knowledge is being housed.
Shifting to a remote work environment permanently for the foreseeable future has become a reality for many organizations. The rapid shift to remote work occurred because of the pandemic. It was a necessary response to a crisis situation that occurred quickly and without much warning. Because of that, we and our team members quickly found ways to do our jobs from our dining room tables with kids, dogs, and doorbells in the mix. It’s what we needed to do in the face of a crisis. We accepted the challenges, frustrations, and extra work as ‘just what we needed to do’ to do our jobs.