Tag: #covid

Do You Want to Help College Students Work Remotely?

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By: Stephanie Diana Eubank

While I have had time off from posting on this blog, I have been bouncing in between working on my dissertation, doing consulting work on remote work and remote leadership development, and developing a postdoc fellowship at Stan State University, which is targeted at helping students find, obtain, and maintain remote work positions. This fellowship is in partnership with the California Department of Rehabilitation, Stan State University School of Business, and The Stan State Student Disability Center to create this year-long program.

The goal of the program is to help students define what modality they are most productive in and work with the lifestyle they want while helping them gain remote employment as an effort to gain experience in remote work.  Many companies are hesitant to provide remote work when someone is at an entry-level phase, but developing remote work experience is helpful to these students.  This way, they have more experience and education at graduation.

This fellowship comes at a time when employees, according to an article published in Forbes.com, are screaming for remote and hybrid modalities, and students are also joining in the chorus.  According to the Forbes article, 65% of workers prefer a 100% modality, with 32% preferring a hybrid.  Inside Higher Ed did a recent survey in 2021 of 400 students and found over 27% preferred remote education.  While a 2023 survey published by Edscoop.com showed that 69% of students prefer fully remote and hybrid/ blended learning options.

I personally this term has a remote synchronous class, an in-person class, and a hybrid/ hyflex class that I am teaching at Stan State, and honestly, I enjoy my hybrid class most.  It allows my students to select the modality that works best for them.  I value my students, and as the Dean of the Stan State School of Business often says, “You have to go and meet the students where they are” really rings true. My students have less stress in my hybrid class and seem to have more room to express themselves.  However, I will wait for them to give more of their qualitative feedback.

If you would like to participate as a remote employer for this fellowship or as a remote leadership specialist, please email me at seubank@csustan.edu. You can also reach me on my other social media platforms.  Remember, Remote Is Here To Stay.

YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com

Company Email: stephanie.Eubank@wickedbofthewestconsulting.com

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Work Cited

Weissman, S. (2023, July 7). Online learning still in high demand at Community Colleges. Inside Higher Ed | Higher Education News, Events and Jobs. https://www.insidehighered.com/news/institutions/community-colleges/2023/07/07/online-learning-still-high-demand-community#:~:text=A%202021%20system%20survey%20of,from%20the%20system%20chancellor’s%20office.

McKenzie, L. (2023, June 21). Students prefer online learning, survey finds. EdScoop. https://edscoop.com/students-prefer-online-learning-survey-finds/#:~:text=The%20Time%20for%20Class%202023,hybrid%2C%20or%20blended%20learning%20options.

Haan, K. (2023, July 18). Remote work statistics and trends in 2023. Forbes. https://www.forbes.com/advisor/business/remote-work-statistics/#:~:text=Sixty%2Dfive%20percent%20of%20workers,opportunities%20from%20in%2Doffice%20work.

Five Reasons, Leadership, is Hurting Remote Leaders by Not Training How To Lead

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By: Stephanie Diana Eubank

When I started studying remote work and remote leadership in my master’s and now in my doctorate program and finishing my dissertation on the topic, I did not think I was taking on such a taboo topic.  Even post-COVID remote work is a hot-button topic that many in leadership roles are speaking out in media against the move towards remote work.  In this blog and my research, I have identified several causes for leadership to dislike remote work even though it benefits corporations greatly.  Benefits such as higher productivity, as reported by the Bureau of Labor and Statistics, lower overhead fees, lower utility fees, lower real estate fees, and a wider hiring pool by being able to hire all over the country. 

With all this to consider, we must ask, aside from a bit of training in leadership in general to middle managers, why are companies trying to treat remote work like it is the same as being in the office?

Remote work was never a workplace design to mirror the office.  It was designed to give more freedom of creativity and cost-saving opportunities for companies and employees.  So, why are leaders trying to manage remote work as if people are in the office?  Well, there are a few reasons why:

  1. Public schools are designed to mirror the structure of old-school factories in timing, seating, rules, etc. As such, this form of leadership mirrored by teachers is what many middle managers and leaders mirror and attribute as a standard business structure.  However, education isn’t cut and dry anymore; not everyone is productive or creative in those environments, and the same happens in business.
  2. As a business culture, we are still idealizing old organizational cultures of “All go and no quit” and similar attitudes which foster burnout, workplace PTSD, and Workplace Violence.  These attitudes praise those who stay later than others to get more work done when needing that additional time shows time management issues across the board, not good work ethic. Several research studies found that constant overtime contributes to these toxic work environment issues and hurts productivity and accuracy goals.  Basically, the more work you do without rest, the lower the quality of work produced.
  3. There is also the middle management feeling they must watch nonstop to see if anyone is in their mind taking advantage of the company in completing the work.  I speak from experience and research when I say both show that looking for issues that’s all leadership will find at the expense of ignoring those working hard and doing the work.  If leadership learns to let go and trust their team, even in a remote modality, the focus shifts to managing the work and letting the team do its job and leadership to do the same. 
  4. Middle management also has often never experienced anything but in-person work, so physically, not seeing the team in the office feels like a loss of control and a loss of influence.  It is hard for leaders to build trust with their team and know their skills if they do not build skills to manage a remote team vs. an in-person team.  This is probably why many middle managers push back on the idea of remote.  The new method scares them.
  5. Because middle management is not often taught how to lead but instead is promoted as one of the high performers, these managers are at a deficit. They don’t know how to motivate other than toxic leadership methods shown in TV, movies, and a few self-help books.  Where these methods may have worked in person in the past many workers are no longer willing to tolerate the behavior, so motivating a team has to be done by learning how to be vulnerable and human as a leader and gaining faith from your team.  I often quote the line from Disney’s Remember the Titans, “Attitudes reflect leadership”.  This means we must teach our leadership teams to let go and trust their team so that the work performance can speak for itself rather than trying to police one’s team.

If you would like to learn more how you can train your teams to better balance the changes to leadership that the remote work revolution is creating for the future of work, please check out my social media and my consulting practice for ways to help develop more comfort levels for remote work.  Remember sharing is caring, so like and subscribe.  As always remember remote is here to stay.

YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Remote Work Brings an End to Middle Management Era and the Rise of the SME

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By: Stephanie Diana Eubank

Many of us have seen dramatizations of the changes in the workplace due to remote work all while seeing much of these scenarios evolve in real time.  A great example I have seen and experienced was detailed on Laura AKA @Loewhayley accounts on TikTok, YouTube, Instagram, etc., in the form of Human Resources asking hard working specialists who have been at a company for a long time to take on a leadership role.  However, in business culture we do not praise those who choose to stay in their role because that is what they are good at and the challenges in the role evolve and are fulfilling to the employee.  Current business culture tends to favor a business leadership centric financial reward system.  Which was good for those who fall into the past preferred attributes of leadership.  However, remote work turns all those norms on their face.

Since the beginning of academic research in the business sector about the concept of remote work was started back in the 1980’s business culture has always favored a leadership focus. So, let us start with some nomenclature.  Most business research is even from the leadership perspective.  Research that specializes on the perspective of employees is called the study of followership. However, in between these two perspectives of leadership and followership are the grey Jedi’s of the business world.  These grey Jedi’s are called Subject Matter Experts or SME’s for short.

Now that we have the terminology down let’s focus on the current business culture that has been developing since at least the 1900’s which is predominantly leadership focused. Where there is research on followership there isn’t a lot of it.  As such we have social media influencers who advertise as workforce, business, and finance specialists that make memes.  However, this is yet another instance of art reflecting life.

Business culture focuses on the advancement and struggles or leadership in the workforce instead of the focus on the experience of the labor force.  Which causes more than a few topics of divide both for onsite and remote modalities.   Although studies show in remote teams there is natural space for more autonomy for remote workers.  Also, studies show there is more room for creative processing and problem solving especially in remote teams with a diverse and collaborative makeup of the team.  As such in remote work an interesting thing develops.  That is shared leadership.

Shared leadership is where everyone holds responsibility for their own contributions, there may be one or more people doing the coordinating and administrative work such as payroll submissions, or other leadership tools.  However, with the transparency and room for creativity and autonomy that remote work creates it means the time of the middle manager is growing to a close. 

This ushers in an interesting period in workforce development in business.  It means businesses will shift in seven fundamental ways.

  1. Companies will focus higher pay in hiring hire quality talent,
  2. The days of people who just hold leadership jobs will no longer be a concept in middle management,
  3. The business sector will have to redefine what leadership is and what a good leader looks and acts like,
  4. There will be less of a focus on trying to promote people to leadership roles and instead try to work with employees on developing more challenging roles in each aspect of business and more of a culture of loving one’s role instead of working towards the next step up.  Employee satisfaction will become a bigger tenant of business.
  5. SME’s will become the filling in between to help companies develop skills for employees and fill in the organizational gaps of this shift.
  6. Upper management will need to be sought after using a totally different lists of skills, and attributes versus just experience as leadership.
  7. Lastly leadership and business psychology will need to become a bigger concept along with overall operations in business school to better prepare employees.

Now these organizational changes will not come overnight.  All systemic changes come with growing pains and pushbacks.  The change is in the air and the research for over a century is pointing to these changes to be necessary for businesses to stay on the cutting edge and avoid the current situation of business of having too many food critics in the kitchen and not enough chefs.   

If you enjoyed this post, please like, share, and subscribe.  And remember, Remote is here to stay.

Stephanie Eubank

YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Quota Calculation is A Science, not a Philosophy.

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By: Stephanie Diana Eubank

So, a few years back, I was consulting a financial institution that was having difficulty keeping workers.  They have a high turnover rate. I was there to figure out why.  The team was made up of a mix of industry leaders and novices. The whole team was remote due to the pandemic, and only the top two leaders had been there for over seven years. All other hires were there for six months or less.  These workers were all specialized auditors who make a low amount compared to other organizations, and there are only about 100 specialists in this field in the workforce today.  This means the high turnover made it so the company was burning through the whole industry’s employee pool and scraping the bottom of the barrel.

We conducted a productivity stress test to see how many files this team could process in a day. Competitors of this company I have consulted for, on average, with specialists who have significant experience, get about 5-8 files per day done.  This company that I was consulting for had a mandated 17 files per day for everyone in the organization, including managers.  Which had to be completed between 8am -5pm PST; no wiggle room or overtime allowed.  Strict performance review processes were implemented for all workers under these guidelines.  However, the stress test showed that each employee fell into the industry average of 5-8 daily files. 

When I sat down with the manager who oversaw this process, I asked her how she calculated the quota.  Fun fact that you learn in business school that quotas and productivity are mathematically calculated; they are not philosophies. (For accuracy’s sake, I should inform you that before she said this next statement, she started the conversation glowing about her master’s in business from ITT Tech and that she had worked in the industry for 30 years and didn’t need me there to review her team.  But rather, management wanted a fresh perspective.)  She told me, and I quote, “People don’t know their limit until you push them beyond it”. 

Yeah… that’s not how that works.  That’s not how any business works effectively. I had to explain that to her, and in my assessment, I had also sat down with all employees one on one and found that that they were all beyond burnt out, and since it was such a small community, they were working with a lawyer to file hostile work environment and emotional abuse as a class action suit. 

I sat in a few team meetings with this “Leader,” and I could see why past and present employees were working on suing.  I observed her in remote meetings where close captioning was on calling her team names based on age, and race, and said several gender-based names calling to the point one employee cried in the meeting because this person called them names and yelled in such an unprofessional manner.

I spoke with this manager on these items; not only was she defensive, but, she did not believe she was a toxic leader.  Instead, she said, “You young people are all just a bunch of entitled children who don’t want to work anymore”.  She called me a few slurs, and I told her I would not be spoken to in such a way.  I told her we could continue the conversation when she calmly discussed it and apologized.  A few days later, she called me up, and before I could say hello just screamed at me in all sorts of colorful language that most social media would block me from repeating. Once she was out of breath, she commented on how the pandemic was taking a toll on her; she was going through a divorce and had some really negative political views to share with me.  I sat and listened.  She cried and said she was not a toxic person, but everyone seemed to agree, and now work is mirroring her home life, and she can’t seem to get a break from either.  I told her I understand the isolation remote work brings, especially during lockdowns, as it is part of my dissertation research.  And I have worked from home for over 10 years prior, so I get some of the changes are hard.  I asked if she had started to talk to anyone about all that, and she said no.  Her reason is textbook recession fears, though.

Her reason for not seeing a therapist and addressing these issues is that she was so scared to lose her job that she worried taking time to invest in herself would be a weakness. She explained that was her experience getting her degree during the crash of 2008, and she was afraid to relive that, especially with a pandemic.

I reported all this to upper management and put it into my final report.  I recommended removing this person from a person-facing role until retraining in a remote modality was completed. I also pushed that extra hiring should be done to help level the workload and not sacrifice the turn times. Also, I encouraged more of what I call Digital Coffee Breaks.  These are meetings with team members individually and as a group to reconnect with one’s team and build a more positive communication style. 

People are just people, and that’s not an excuse; it is a fact.  But the lessons I took from this experience weren’t just that this person needed some training on calculating quota and productivity.  But toxic leaders do not always know that they are toxic and thus sometimes just hurt and scare people.  With remote work, toxic leaders will have litigation and behaviors highlighted.  This hurts companies and requires review as risk mitigation. Not to mention major damage to the overall workforce and the economy. 

If you enjoyed this content, please like, subscribe, and remember remote is here to stay.

YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Seeking Participants In Dissertation Research

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https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86

I am seeking participants for my dissertation research paper to finish my doctorate on #remotework. I need participants that are 18+ years of age and have #workfromhome either before, during, or since #covid19. If interested, please click the link https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86 to follow the survey and consent.

Stephanie Eubank

YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Remote Leadership Is Not Weakening Leaders it is Evolving Leaders.

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By Stephanie Diana Eubank

My specialty is in Operational and Organizational management with a focused research on Workforce and Leadership Development in remote work and remote leadership.  It sounds like a mouth full, I agree.  But it is very timely as we move forward into the future of work. Which is Remote. However, there is one concept that I hear a lot from colleagues and companies I consult for.  And that is a concern that remote leadership requires leaders to be meeker and milder instead of touch leaders. 

This is another false narrative perpetuated by toxic leaders.  Toxic leadership chooses to lead with fear as they mistake it for respect. The problem is most toxic leaders don’t know that they are toxic. As such, these leaders hear authentic leadership and interpret this as the right to talk without a filter.  Which is not authentic leadership.

Authentic leadership is leading with your most human self.  This allows leaders to have the bandwidth to listen to their teams and show appreciation by looking to more creative ways to meet goals, and load balancing as needed instead of pushing till people break.  If we keep up this toxic pace, we will continue to see these high levels of burnout and stress in the workforce as a whole ruin the economy.

This is why remote leadership has to evolve into more of a teacher and support role, which requires listening and truly hearing our teams.  It truly is a call back to traditional purist leadership concepts like the business concept of your team being your greatest asset. Also, it calls to Kaizen’s business philosophy of bottom-up methodology of everyone having a voice and showing that they, too, are important to the company’s growth.

Toxic leaders don’t enjoy change as it means looking within and seeing how each person effectively contributes to the problem and how to become the solution.  Remote work also shines an uncomfortable light on toxic leaders. This is fine because it leaves room for new types of leaders to take charge and fall into the future of work.  As always, the future of work is remote.  And Remote is here to stay.

Seeking Dissertation Study Participants

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I am seeking participants for my dissertation research paper to finish my doctorate on #remotework. I need participants that are 18+ years of age and have #workfromhome either before, during, or since #covid19. If interested, please click the link https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86 to follow the survey and consent.

Remember sharing is caring, and if you are interested in my consulting services, please see my social media below. YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Seeking Dissertation Research Participants

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Hi Everyone,

I am seeking participants for my dissertation research. You must be over 18 years old and have worked remotely before, during, or after COVID. You can access the survey at https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86. I am seeking participants for one on one interviews and a focus group. You can also access the survey using the QR code in my video. Thanks, and remember, remote, it is here to stay.

https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86

Workplace Theater or Acting Busy. Is This a Real Thing?

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There is a common trope of “looking busy” at work, also known as “workplace theater.” The new false narrative is that #remotework employees must engage in that. This is a false narrative because, well, in person, people do it too, and this behavior is, in fact, productive.

This sounds counterintuitive, but let me explain. We all often forget that business is a social science. And the social component of looking busy once all work is done and water cooler talk in person is productive. It helps encourage morale and cross-functional collaboration. Breaks and socialization in the workplace are also skill-building and, in fact, productive in it reduce stress and contribute to creative problem-solving.

Also, in-person workers per the Bureau of Labor and Statistics (BLA) found that in-person workers are only productive for about 3 hours in an 8-hour workday. Work-from-home employees were found to be productive on average about 4-5 hours in an 8-hour day. So, where workplace theater is standard, remote workers do not embrace or need it. As leaders, we need to rethink productivity and how we measure it. Specifically using both a qualitative and quantitative methodology. This will let the work speak for itself with a louder voice.

Remember sharing is caring, and if you liked this or want additional consulting, check out my social media and consulting firm. Like and subscribe, and remember that Remote is Here To Stay.

YouTube: https://www.youtube.com/@Wickedbofthewest

Website: wickedbofthewestremoteconsulting.com

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting

Instagram: https://www.instagram.com/wickedbofthewestconsulting/

Twitter: @SDEubank

Blog: drstephaniebeardbaremoteresearch.org

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/

Seeking Participants

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https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86

My name is Stephanie Diana Eubank, and I am a Doctoral Candidate for the Concordia University Chicago Doctor of Business Administration completing my dissertation research.  The project is titled “Remote Team Followership” (IRB ID 2023951-2).  The purpose of this email is to invite all eligible students to participate in the research study.

Participation in this survey is by no means mandatory. However, I would very much appreciate all those individuals who completed it.  To be eligible to participate in this survey, you must:

  • Be at least 18 years old.
  • Work or have worked as a leader or a non-management role remotely before, during, or after COVID.
  • Be able to participate in individual Microsoft Teams meetings remotely for 30-60 minutes with the camera and closed captioning that is recorded.
  • Be willing to participate in a focus group with no cameras on that is recorded and closed captioned.

Participation in this study involves completing an electronic survey through Qualtrics. Should you have any questions about this study, feel free to contact me, the researcher, through email at: crf_eubanksd@cuchicago.edu

Although you will not be compensated for participating in the survey, your participation will further our understanding of remote work and remote leadership as it relates to followership, communications, team design, and any effects COVID had on these concepts in remote work.

If you are interested in participating in this study, please click the link below:

https://cuchicago.qualtrics.com/jfe/form/SV_cGaONOpiCB6du86 and fill in your contact information for a consent form to be sent to you to sign and scheduling.

The survey will officially close on June 30th, 2023

Thank you for your time and consideration!

Sincerely,

Stephanie Diana Eubank

IRB Study ID # 2023951-2