Developing-Leaders-issue-31-2019

20 | Developing Leaders Issue 31: 2019 Viewpoint they worked – the only thing that mattered was that they got the job done. The employees could decide if they wanted to work from home, start the day at 11am, miss meetings (so long as a team member covered for them), or make any other personal accommodations as they saw fit. After six months, the employees who participated in ROWE reported reduced work-family conflict and a better sense of control over their time. They were getting a full hour of extra sleep each night, reported that they were less likely to leave their jobs, and were even more likely to go see a doctor if they needed to. And their jobs got done. The neurological reward from control and autonomy, brings our brain back on-line, increasing cognitive capacity for efficiency and innovation as well delivering associated health benefits from intrinsic motivation. Yet to implement such a radical change to the workplace remains out of reach for most. An expectation of people running amok when given the privilege of working as they wish leaves those tasked with leadership cold. The crux here is trust. Providing an environment that supports control and autonomy, assuming you have recruited the right people, builds trust, engagement and loyalty. Those that abuse the system are likely to abuse the system with or without autonomy and for reasons that will relate to the individual case. Employing adults means treating them as such which includes choice returned in kind as accountability, performance and engagement. n A fully referenced version of this article is available if required, please email editor@iedp.com Susanne Jacobs is a founder of The Seven and is an organizational engagement exp ert who help s organizations create highly motivated environ ments wher e people feel engaged, energized and inspire d to contribu te to the business. Susanne was recently named as one of the top 100 Thought Leaders in the world by Trust Across America and is the author of ‘DRIVERS: Creating Trust and Motivation at Work’ .

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