Every workplace has unwritten rules. During times of stress, it is a good practice to write down unstated cultural norms that exist within the teams. They may have changed since the WFH system started or they may not have been explicit to everyone. Combating them is crucial to make everyone in the team secure.
In the book No hard feelings, the author mentions that it is ok to
- say you do not understand
- not know everything
- ask why, and why not
These routines already exist within the workplace and this is only documenting it. Not many people have paid attention to it and may not be aware of and may often need reminding of. Even the simplest reminders can lead people to change their behaviours.
Given that many companies have shifted to remote working, it would help if teams write down these "Its okay to" lists, especially those that relate to remote working like
- It's okay to turn off video when taking a longer break
- Child or pet popping up on the screen is OK
- Block off no meeting time on the calendar to do focus work.
Consider the following while putting up these lists
Digital communication norms
Continuous video meetings can be draining. Here it would help to be explicit about when the videos can be turned off and when to have them turned on. In many meetings with small groups, it may be okay to have the video on, but where there is a huge gathering it may be OK to switch off the video when listening to the speaker and switch on video only while asking a question or making a point.
Again the group may decide to keep the video on during the first 5-10 minutes to establish the connection between members and then switch off video to focus on the task at hand. Such implicit practices would ve better put on paper and circulated so that others who are not aware can benefit.
Emotional support
The sudden changes in our way of working have upset a lot of set routines of doing things especially those related to the workplace. We are not always going to perform at our best. Make it OK to have an off day or take off during the afternoon, if someone is not focussing on the work.
Psychological safety
New employees tend to lack a sense of belonging and psychological safety. Hence it is all the more reason to encourage asking lots of questions and get all small doubts, however minor, sorted out. Working remotely makes it harder to answer even small questions, Also given the workplace climate, many feel lucky to have a job and maybe inhibited into asking too many questions.
But if people aren't questions, they aren't doing their job or they are spending their effort in how they are being perceived. The list gives them permission to ask questions and not feel guilty about it.
Work styles
We often work with people who have different lifestyles. Often the people who are in a majority get their workstyle normalised across the teams they work in. this may not suit others and their performance may suffer as a result.
Here the list may help people with different workstyles feel more at ease and emphasize that they do not have to change their work style to belong.
The act of preparing the list is simple and gives positive benefits for new employees and allows one to reinforce the culture even when the nature of work changes.
Write Down Your Team’s Unwritten Rules
by Liz Fosslien and Mollie West Duffy
HBR 2020/11
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