Challenge: freedom versus pressure
We are an IT consultancy firm trying to work a-typical in the branch. We do not focus on personal utilisation (as a matter of fact, non of our consultants now their utilisation). We give the colleagues the freedom to work wherever, whenever to fit their own personal live balance. We do not have managerial layers and use self-steering for everybody. And most important, we all live by our core values; having FUN, making IMPACT and being a GUIDE and our vision #doingcoolstuffwithcoolpeople.
Result is that we have grown a well organised team of 32 unique individuals that are almost as close at family, a nice mixture of young graduates (hire personality, train skills) and more seasoned people.
So here is the challenge...
Corona hit us hard, as we are so close, working away from each-other has had a big impact on the team not being able to see each-other physically. Luckily we are seeing the whole team tomorrow for the first time during a fun event.
We have at this moment 3 people (so almost 10% of the company) at home with symptom of a burn out. That is really to much and we are going to have a dialog with the team what we have to do different (both the organisation as well as the individuals).
I would love to give the people even more freedom (no holidays, take time of when you need it, or even a 4 day work week etc.) but I am scared if the team can take this freedom. Are they not going to overcompensate and have an even bigger change of running into a brick wall.
Looking for people with similar struggles here on the Forum...
Recently, a CEO told us something along the lines of this: "I am trying to set a bit of a frame for a remuneration conversation—for myself and other leaders. One way of talking about it is the ‘appropriate´ ratio of lowest to highest paid, from the front lines to CEO. I also recall you saying that if you ask employees what they think, the usual response is in the order of 6 to 8 times. Is my memory accurate? Are you aware of any empirical basis for this? Or have I made it up?!"
The vast majority of employers have been fiercely against the idea of remote work for ages. Before the pandemic hit, most companies lacked the trust and flexibility (and imagination, apparently) to believe it would benefit themselves and their employees.
Imagine a company that is future-proof and ready for the world after the COVID-19 pandemic. Imagine a company that is dynamic, risk-taking, adventurous, rapidly moving, entrepreneurial, sharing profits, flexible, and growing fast. This all sounds like a startup, right? Not necessarily. It can also be the characteristics of a subsidiary of a larger company. At least, that is what the case of Haier Germany shows us.