Let go of control

A debate about working from home raged on social media in the summer. On LinkedIn, X and Instagram, Carsten Maschmeyer railed against the Axel Springer publishing house, which wants to almost completely abolish the home office for its employees. "Anyone who forces employees back into the office is really living in the last century," said the German entrepreneur and start-up investor known from "Die Höhle der Löwen". For him, the fact that the Berlin media company imposes compulsory attendance, especially on Mondays and Fridays, shows that the management does not trust its own people. Maschmeyer continued to rant. That personal responsibility and drive were falling by the wayside. But that good work comes from freedom and responsibility. That leadership has nothing to do with control. His theses continue to be the subject of lively online discussion under the hashtag #Mitarbeiterführung.

If control is passé - how do you lead today? Just let go and trust? And how much freedom can employees actually tolerate? Some time ago, Lukas Fütterer discussed the big question of "How to lead now?" with managers for the organizational consultancy Metaplan. After the pandemic, working from home has become the new normal - which is turning everyday life upside down. "We were particularly interested in the question: What are the rules of the game for organizations?" says Fütterer, describing the aim of the survey to find clues about the new management style.

Standardized rules for everyone, as it used to be? That's out of the question: Today, every company has to set its own rules that suit its needs. However, the New Work consultant believes that binding framework conditions are an absolute must: "If there is to be more freedom in day-to-day work, there are more options - which is good and desirable. But there is also less to guide employees when situations are open or contradictory". In plain language: more freedom for employees also leads to more management effort for line managers. "They can no longer refer to established processes," explains the expert.

In contrast, different new arrangements are emerging in companies everywhere. At some, the team meets twice a week in the office. Others have a weekly team day. Or there is an intensive three-day meeting once a quarter. Or they get together for a monthly dinner to replace the coffee breaks. The Metaplan consultant doesn't really care how often these meetings take place. However, he finds one thing important: "Seeing each other live often creates a closer connection than purely virtual formats in a work context." Especially for newcomers to the profession, who also learn from observing their colleagues and are better able to classify informal expectations. "Managers should work with their team to decide on a face-to-face format and frequency that suits their situation," he recommends.

Trust instead of control

Another novelty in the new world of work is managing by objectives. Targets that were previously often agreed with managers now apply to all employees. "Instead of talking about the status quo on a daily basis, milestones and KPIs are set for individual projects," observes Fütterer. Status updates bridge the time in between. "This gives employees regular opportunities to bring their questions to the table," explains the consultant. "And managers don't end up in the situation of looking at a result that is far from what they had imagined."

And then there is the issue of trust. The prerequisite for this is that line managers get to know their team members better - perhaps even from a more private side. This is also suggested by the Metaplan study. According to the study, the majority of respondents believe that a stronger personal bond between employees and managers is crucial. "You put your private self on display more in order to build trust," the authors of the study quote one HR manager. It is also becoming more important to express appreciation for achievements in a more personal way and to show greater sympathy for employees' private challenges. The study reveals that it is no longer enough for the organization to formally acknowledge that you are doing your job. Physical distance obviously requires more human closeness. Not all managers have yet understood that employees demand this.

Swantje Benussi has also observed this. As a coach who has been supporting managers and supervisory board members for many years, she co-founded the company OneSome in Munich two years ago. Her offer: personality development - and not just for the "carpet floor", but for everyone. To this end, she has developed a program that provides automated coaching and therefore costs less than personal consultations. "Everyone wants to develop," she explains her democratic business idea. "We want to recognize ourselves, be effective and help shape the world."

Trend towards greater proximity

The new trend towards more closeness comes at just the right time. The ability to create a genuine interpersonal connection seems to be the icing on the cake that turns mere superiors into real managers. "This includes the boss taking a close look at the employee in question: What does she want? What can he do? And how can personal goals be reconciled with company goals? According to Benussi, employees should also prepare themselves well in order to provide managers with the right input. This is where OneSome comes into play, for example. The coaching program asks certain questions: What drives me? What do I believe? Where do I want to develop? How do I become successful?

Boss and employee are moving ever closer together. "When employees enjoy their work, they also perform well and this should be appreciated," emphasizes the OneSome founder. "It's important that managers take notice rather than control." In general, the company headquarters should not be a symbol of control - but of "social life". This is how Benussi describes it: "The office provides a connection between employees and thus a bond with the company." In return, working from home gives employees the freedom to pursue their job more flexibly, as it best suits their daily routine. Working mothers and fathers in particular don't want to miss out on this.

On the other hand, freedom within one's own four walls should not be confused with complete autonomy. Iris Salomon, Senior Vice President Sales at Salesforce, points this out: "Employees are looking for leeway that suits their job and the reality of their lives." Companies need to offer a culture of trust, supported by transparency, clear communication and smart technologies that make everyday life easier. Fixed office hours and attendance requirements may provide guidance, but they are no longer the benchmark for productivity, says Salomon.

The US software company therefore has a flexible framework that is geared towards the respective needs and working styles of its employees. Whether at the desk or at the kitchen table at home, the Slack productivity platform is the central hub for all information and interactions. "People use channels to exchange information on specific topics and projects as well as within organizational units, where they can find all files, documents and project tools for successful, asynchronous and hybrid work," explains the Salesforce manager. The Slack AI function helps to summarize the content of channels and threads and search for information in natural language. Salesforce has also introduced a platform to support employees in their careers. There, AI agencies help to identify suitable learning opportunities, contacts or development paths. "This makes both personal development and the work of managers and HR teams easier," says Salomon. Carsten Maschmeyer, who is driven to white heat by authoritarian presence culture, should like this. He writes: "If you want to lead, you have to be able to change. Again and again. Because leadership means keeping pace with the world."

"Just let go and trust? And how much freedom can employees tolerate?"

"Anyone forcing employees back into the office really is living in the last century."