Historians refer to epochs as specific periods where society underwent defining change.
Covid maybe an epoch which forced society into a rapid period of change - felt most acutely at work.
I started my career in the nineties, leaving my hometown of Newcastle for the City.
Work attire was a dark suit, white shirt, sombre tie and polished black shoes.
We were at our desks before 9am - and if we left before 7pm, colleagues would jokingly question if we’d submitted a holiday form.
Corporate culture clash
However, I write this article in my home office with a cat on desk, dog by my feet, Smooth Radio playing quietly and wearing casual clothes.
While I enjoy this working life revolution, I’m torn.
The simple truth is that I enjoy people’s company. Remote working means we miss out on spirited office debate and humour which enrich corporate culture.
And this presents an important challenge for professional service organisations. How can junior colleagues develop essential soft skills if they don’t observe them in senior colleagues?
Osmosis learning
In professional services like Tax, Audit, Corporate Finance and Restructuring, we learn soft skills like message delivery and managing sensitive client situations on the job. They’re gained by listening to experienced colleagues.
It’s often not what we say, but how a message is delivered, which determines the outcome of a deal or client experience.
Ultimately, soft skills are learnt and honed over time through osmosis learning.
The kick back
In our post-Covid world, technology has injected greater flexibility, yet some junior colleagues have never worked full-time in an office.
Business leaders are increasingly questioning whether the pendulum has swung too far and impeding corporate development.
As one respected senior partner in a high-profile financial services firm said recently, “try contacting my colleagues by phone on Friday - good luck!”
Management are starting to push back. Manchester United hit the headlines by ordering its non-playing staff back to the office in Manchester and London.
Reflecting on this decision, Simon Jordan, former Crystal Palace Chairman, said: "You get more effectiveness, more development of culture, more work ethic, more diversity of thinking, more diversity of experience if people are in a workplace.”
It’s good to talk
It’s an issue which divides opinion.
But is it a conversation we need to have, especially if letting staff work from home is hindering junior colleagues’ personal development - and organisations’ competitive advantage.
As an Executive Search practitioner providing solutions to Professional Services firms across the North of England, I find myself increasingly exposed to senior business leaders tussling with one major question.
How can we develop the next generation of leaders while striking a balance between accommodating remote working and productivity?
Like them, I’m keen to learn how this will shape the future of professional services.
If you’d like to discuss this topic, please get in touch. I’m genuinely interested to hear your views.
Call: 07985 219 763
Or email: nick@fatgreen.co.uk
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