The post-pandemic workplace is changing quickly. While many companies have strived to reestablish pre-pandemic normalities in their workplaces, one thing is abundantly clear: Traditional, rigid policies often do employees more harm than good.
“Even the policies we create with the best intentions regularly fail to meet our employees’ diverse needs,” observes Clark Lowe, president and CEO of O’Connor Company. “As leaders in the workplace, we draft policies to achieve specific objectives, but they rarely take individual circumstances into account. Rigid policies lead to frustration and disengagement. Strategic leadership prompts us to move beyond policies and promote a culture of self-regulation and empowerment.”
The cost of rigid company policies
By nature, most workplace policies are one-size-fits-all solutions that benefit from clear guidelines and expectations. However, these expectations inevitably neglect the broad range of situations found among employees in diverse workplaces.
For instance, consider a mother who has to take her child to a doctor’s appointment on a Monday morning. If company policy dictates that she must finish her work by 5:00 PM and restricts access to company technology after that time, she will be forced to choose between her work and family responsibilities. This is just one example of the all-too-common clash between policy rigidity and real-life demands.
“The fundamental problem with strict policies is that they create competing urgencies,” Lowe remarks. “When our employees try to navigate workplace expectations while managing personal commitments, the balancing act leads to stress and decreased productivity. Ultimately, our rigid policies stifle creativity, limit flexibility, and ultimately drive talented individuals away from our company.”
Lowe advises leaders in the workplace to move away from a policy-heavy environment by cultivating self-regulation among their employees. “Our employees are adults capable of making their own decisions. When we empower them to manage their time and responsibilities, we foster a culture of trust and respect.”
As workplace leaders develop self-regulation, they simultaneously hold their employees accountable without micromanaging them. Freedom and responsibility are inseparable in the workplace. They are two sides of the same coin.
Strategic leadership aims for fulfillment, not work-life balance
Since the pandemic, the idea of “work-life balance” has been held up as the ideal in corporate culture. Unfortunately, Lowe believes the concept of balance is often misunderstood.
“Balance implies an equal distribution of time and energy,” he explains. “That is just an unrealistic expectation for most folks.”
Lowe urges leaders to focus on fulfillment instead of work/life balance. However, this shift in viewpoint comes with an important caveat: The concept of fulfillment is subjective and varies from person to person.
For example, some employees view their work as a source of joy and purpose. Others find fulfillment when they spend time with family, traveling, or engaging in hobbies.
“When we recognize and respect the individual needs of every employee, we create an inclusive and supportive environment,” says Lowe. “We move away from blanket policies and offer flexible work arrangements that enable all of our staff to find fulfillment in their work.”
How situational leadership can cultivate a self-regulated work culture
Situational leadership abandons rigid policies in favor of an adaptable leadership style. These leaders are flexible, adjusting their style to fit each situation and each employee.
As John C. Maxwell famously said, “People quit people, not companies.” This statement cuts to the heart of the issue — leaders can no longer hide behind company policy. Today, employees know they have the power to leave a workplace where they feel stressed or unfulfilled. As the Great Resignation proved, many will take steps to find a more positive workplace environment.
“As effective leaders in this new paradigm of self-regulation, we learn that our role is not to enforce policies,” Lowe notes. “Instead, we use our influence to inspire and support each team member by investing in them, building relationships based on trust and mutual respect.”
As Lowe explains, these leaders first lead by example, setting expectations for self-regulation by demonstrating a commitment to work-life fulfillment and accountability. Next, these leaders prepare their employees by investing in targeted development programs, setting their teams up for success with training that enhances key self-regulation skills such as time management, stress reduction, and effective communication.
After setting the standard and providing a solid foundation for professional development, leaders must step back and trust their team. “Autonomy and self-regulation can only begin when we give our employees the freedom to manage their own schedules and workloads,” says Lowe. “We offer remote work options, flexible hours, and personalized work arrangements catering to their individual needs. Then, we trust them to make responsible decisions.”
Autonomy for employees does not translate to a hands-off leadership approach. On the contrary, effective leaders make themselves approachable, offering guidance and support when needed while giving employees the autonomy to make decisions. This approach enhances job satisfaction and reduces turnover rates, as employees feel valued and understood.
The shift from policies to people requires a supportive and empathetic leadership style. Rather than managing employees, this new type of leader builds relationships based on trust and respect.
“Fewer and fewer workplaces are dominated by rigid, one-size-fits-all policies,” Lowe concludes. “A culture of self-regulation is emerging. It empowers our employees to take control of their work and personal lives in a way that leads to genuine fulfillment. As we make the move from policies to people, we cultivate a culture where everyone can thrive.”
