Remote work is a hot topic that sparks strong emotions and opinions from both leaders and employees. Some love it, some hate it, and some are somewhere in between. But how can leaders and employees find a common ground and make the best decision for their organization?
In a recent article for Harvard Business Review, Mark Mortensen, an associate professor of organizational behavior at INSEAD, offers some insights and suggestions. He identifies three reasons why remote work is so divisive: it’s personal, it’s contextual, and it’s uncertain. He then proposes four steps for leaders to engage their employees in a constructive dialogue about remote work: start with empathy, define the problem, explore options, and decide together.
By following these steps, leaders can foster a culture of trust, engagement, and innovation in their organizations, regardless of where their employees work. To read more about this topic, check out the original article by Mark Mortensen.
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