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Why Bad CEOs Fear Remote Work (2021)

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Re: Why Bad CEOs Fear Remote Work (2021)

#31

Post by fendy3002 »

jordanpg wrote: post #23
jawns wrote: post #9

I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…

Framed this way, it seems like remote work can actually be an effective filter that can identify and screen out low performers.

It is. It's almost impossible to fake performance since there's only one parameter to measure: work / result / etc. Good performers will produce better / more result, more initiative, and more responsive.

However it's also easier for a bad, micromanaging managers to make their team appears low performant. That's basically the trade off.

Re: Why Bad CEOs Fear Remote Work (2021)

#32

Post by rrr_oh_man »

jawns wrote: post #9

I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…

> You can get more out of an office worker who lacks intrinsic motivation than a similar remote worker.

No, you will have them sitting at their desk.

That's not work.

That's the appearance of work.

Unfortunately, that's enough for bad managers.

Re: Why Bad CEOs Fear Remote Work (2021)

#33

Post by the_af »

johnnyanmac wrote: post #3
_tk_ wrote: post #2

Frankly, a 2021 opinion piece doesn’t tell you anything about the state of remote work. So much has changed in the last three years. CEOs and companies have adapted, and in my anecdotal experience, lots of employees as well. Notably those who were once bullish on full remote, would like to see some form of hybrid setup if it makes sense.

>those who were once bullish on full remote, would like to see some form of hybrid setup if it makes sense. interesting, so many of my peers are full on the remote train. I guess it depends on the age of the workers? I know for sure I haven't heard any one of my coworkers > 35 ever preferring hybrid to WFH.

We're a fully remote company that offers a pretty good office in a fashionable part of town for those who want it.

It's almost always deserted. Some people go some days, mostly to socialize.

So I don't trust those who claim people prefer returning to the office.

I also see news of companies forcing employees to return and laying off those who won't. Doesn't seem to me people prefer the office...

Re: Why Bad CEOs Fear Remote Work (2021)

#34

Post by constantcrying »

>Remote work is seen as a threat to many CEOs simply because of their fear of change and resistance to progress.

No. This just is false and extremely lazy thinking. CEOs do not "fear change" or "resist progress", these are absurd motivations to ascribe to thousands of people you have never met and it goes counter to what actually happens. CEOs change things, they like to change things a lot, they also love "progress" as progress is the only way to expand.

What CEOs fear isn't "change", they fear that if employees aren't physically tied to an office, they aren't mentally tied to it during work. They fear that employees will neglect their duties and communication will get harder. Whether they are wrong or right is irrelevant. But if you aren't even willing to ascribe to someone the ability to think deeper than "change bad", then all your arguments are irrelevant as you are arguing against a man made of pure straw.

Re: Why Bad CEOs Fear Remote Work (2021)

#35

Post by rrr_oh_man »

hahamrfunnyguy wrote: post #27

In 2008 or so I worked for a consulting company where most of the workers were remote. Eventually, they opened up an office where I lived. We were encouraged (required?) to come into the office a few days a week. We free parking, table tennis and a cooler stocked with pop and beer. My teams were always remote but I found the social aspects to be beneficial.

> My teams were always remote but I found the social aspects to be beneficial.

Yeah, but did you use those "office days" for work, really? Or for socialising?

(Not saying socialising is unnecessary in a good team)

Re: Why Bad CEOs Fear Remote Work (2021)

#36

Post by devoutsalsa »

scrapcode wrote: post #7
_tk_ wrote: post #2

Frankly, a 2021 opinion piece doesn’t tell you anything about the state of remote work. So much has changed in the last three years. CEOs and companies have adapted, and in my anecdotal experience, lots of employees as well. Notably those who were once bullish on full remote, would like to see some form of hybrid setup if it makes sense.

The best setup is that my organization builds an office that is a 10-15 minute walk from my existing home and I come in whenever I want. And whenever I decide to come in, everyone else does too. Until that happens I guess I'll just have to settle with fully remote.

I don't much see the value of going to the office on a whim unless I know other people will be there, and that they'll be interested in collaborating on something in person. When I do go to the office, I'm largely working remotely with people not in the office. For me, it's been that way since I got my first dev job in 2014.

Re: Why Bad CEOs Fear Remote Work (2021)

#37

Post by resonious »

the_af wrote: post #30
jawns wrote: post #9

I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…

I agree with you a fair assessment is warranted. Dismissing the downsides of remote work leads to unrealistic expectations/conversations. That said, > You can get more out of an office worker who lacks intrinsic motivation than a similar remote worker. Is this because for an office worker it's harder to disguise the lack of motivation? Or are they pressured into going through the motions even if they don't feel like…

I think in the best case scenario, a person being physically together with their team will genuinely feel like working more often than they would if they were alone in their room.

I also agree with you that people in the office are more susceptible to straining themselves due to social pressure.

I'm not sure how these two balance out. It probably depends on the specific people.

Re: Why Bad CEOs Fear Remote Work (2021)

#38

Post by A4ET8a8uTh0 »

paulcole wrote: post #11

Yeah and bad employees fear office work lol.

I think the position lacks nuance, but I can easily undermine it. If anything, in person work favors people, who rely on relationships rather than skills. Remote is almost the exact opposite of this as it requires a verifiable result.

Re: Why Bad CEOs Fear Remote Work (2021)

#39

Post by toomuchtodo »

the_af wrote: post #30
jawns wrote: post #9

I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…

I agree with you a fair assessment is warranted. Dismissing the downsides of remote work leads to unrealistic expectations/conversations. That said, > You can get more out of an office worker who lacks intrinsic motivation than a similar remote worker. Is this because for an office worker it's harder to disguise the lack of motivation? Or are they pressured into going through the motions even if they don't feel like…

As a remote worker and manager, I see you. When folks on my teams are not feeling it, I tell them to just let me know they're taking the rest of the day or the day and I've got it covered. People are not machines to grind widgets out all day long, some days will be very productive, some days will be useless. That's okay. I'm optimizing over long periods of time. I care about the mental health and wellbeing of those who report to me, and I will absolutely help them find work elsewhere if it isn't working where we're at.

None of this work really matters in the end, so no point in getting too bent out of shape about it. The work needs to get done to a defined standard, but overly focusing on high levels of consistent "engagement"? I don't drink the koolaid and neither should the folks who report to me. We show up, we grind, we go home. And that's fine, that's what the money is for.

Re: Why Bad CEOs Fear Remote Work (2021)

#40

Post by dave881 »

the_af wrote: post #30
jawns wrote: post #9

I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…

I agree with you a fair assessment is warranted. Dismissing the downsides of remote work leads to unrealistic expectations/conversations. That said, > You can get more out of an office worker who lacks intrinsic motivation than a similar remote worker. Is this because for an office worker it's harder to disguise the lack of motivation? Or are they pressured into going through the motions even if they don't feel like…

I think this has more to do with workers who are only interested in doing the least amount of work they can get away with.

Even highly motivated workers are going to have off days that are less productive, but the average level of output will be higher.

Low performing / marginal workers, in my experience, tend to do their best work when they feel like they are being observed. Providing that sort of motivation is more difficult when they are remote.

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