Teleworking requires more trusting relationships Premium
“Leaders love teleworking as, among other things, it means they can save money by limiting the number of offices needed. And employees love it because it helps them improve their work-life balance”.
So why has telework been so slow to take off? Because, despite the rhetoric, many line managers are reluctant to give their teams what they still see as a benefit. “When you ask managers what they really think about telecommuting, you find that they often regard it as a favor handed out to employees. It is down to a relation based on skewed trust, implying that an employee who is not physically behind his or her desk may not really be working”. Hence the need to address managerial trust before deciding to promote teleworking.
Based on an interview of Gustav REGNER, VP talent management at Jyske Bank Invest, Danemark
To read the article in full:
Based on “Collaborative Overload”, by Rob Cross , Reb Rebele and Adam Grant (Harvard Business Review , January-February 2016) ; “The Cult of Overwork” by James Surowiecki, (The Financial Page, The New Yorker, January, 2014) ; “Good Bosses Create More Wellness than Wellness Plans Do” by Emma Seppala (Harvard Business Review, April 2016).