Smart Work summary

The world of work is changing. It has been for a while now, too. Since the internet became commonplace some 25 years ago, change has been a constant feature of the workplace. 

New ideas, attitudes, and technologies have transformed everything from whom we do business with around the globe to how we sit – or stand – at our desks. For lots of companies, keeping up with rapid change is the challenge of the twenty-first century. And that’s when the pandemic hit. 

Covid-19 showed us what fast really looks like. Overnight, entire industries had to change their entire operational models as remote work became the new normal. 

The suddenness of that sweeping change shouldn’t obscure an important point, though. Remote work was already on its way – the pandemic turbo-charged existing trends. At some point in the near future, companies would have had to make the transition anyway. If there’s one silver lining to the pandemic, it’s the fact that it forced companies to start thinking seriously about the future of work. That, in a nutshell, is the view of the author, Jo Owen. And that’s why he wrote Smart Work – to help companies navigate the challenges and opportunities of the future. 

So what does that future look like? As we emerge from the pandemic, there’s a temptation to turn the clock back and restore the pre-Covid status quo. That, Owen thinks, would be a mistake. We can’t just uninstall Zoom and get everyone back into the office. Lots of professionals don’t want to do that, for one – they appreciate the autonomy working from home gives them. Just as importantly, remote work has distinct advantages. Some tasks, it turns out, can be better completed outside the office. That’s especially true of “thinking” work, like reading and writing reports. 

But offices also have their unique advantages. They’re wonderful machines for building trust. Teams are often forged in chance meetings by the water cooler, and problems are often best solved during informal chats over lunch or coffee. It’s also in the office that new hires learn about a company’s values and leaders can best help team members grow and develop. 

So there are good reasons to keep both the office and working from home. This combination of models is called hybrid work. That, Owen argues, is the future of work. 

Adapting to this hybrid model is a challenge, though – especially for leaders. Thing is, leadership is much easier in the office. Everyone’s in the same place at the same time, so you can always see who’s struggling and who’s coasting. If there’s an issue, it’ll jump out. Usually, the solution can be worked out on the spot. Remote work, by contrast, doesn’t give leaders the same oversight. Zoom calls don't even tell you what people are wearing below the waist, let alone if someone is slacking, struggling, or striving. You can’t “accidentally” bump into people in the hallway to discuss a problem, either. And the people you need to influence aren’t sitting a few desks away – they’re on the other side of a city, country, or continent. Leading remote teams, in short, is a challenge. 

But it’s a worthy challenge. Adapting to the hybrid workplace, Owens argues, has the potential to make you a better leader.