Tag: #womenintech

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/

Why Are We Still Demonizing Remote Work and Why Are Companies Trying to Scam Remote Workers?

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By: Stephanie Diana Eubank

Remote Work has been the subject of a lot of backlashes this year.  Much of it stems from companies wanting to demonize employees for wanting remote work and remote work itself to deflect some serious organizational issues within the company and ongoing recession fears.  

  • Companies want a layoff without the layoff repercussions like paying for unemployment.
  • Companies are sick of all the lawsuits for wrongful termination and hostile work environments because remote allows for more transparency.
    • It also has brought back the desire by employees to want Unions to help protect their rights.
  • The labor market is more competitive, and during COVID, employees learned more about their rights and have learned to set healthy boundaries through the “Quiet Quitting” and “Acting Your Wage” movements.

However, aside from normal scams to force people back into the workplace, some companies are resorting to more creative ways to attempt to shame remote workers.  These attempts to shame remote workers like they are Cersei Lannister with a bell yelling “Shame” really are hypocritical here. It also shows that employers are not willing to ask hard questions about what employees would need to be able to be in person again. 

The scam I am referring to is the current controversy of Marc Benioff of Salesforce offering to donate to “a local charity” for every worker that comes into work in person.  I call this tactic a scam and not as Fortune and Gizmodo.com call it generosity because it really isn’t. 

I was prompted to do more digging into the Salesforce issue when like many, I saw the Youtube video from Attorney Ryan at https://youtube.com/shorts/oQiWZJNuaJQ?feature=share . In his video, he claims that Benioff plans to deduct from the charity for all those who do not come into work in person.  However, I cannot confirm or deny this statement as I found no deduction information.  So, Attorney Ryan, if you have other information on this part to share, I welcome it.

However, the scam part came across when I researched the issue further.  All the articles published about this say that the donations will be made to, “a local charity”.  This is suspicious to me as the charity is not clearly defined.  It is also a common tool for those who have a lot of wealth to use philanthropic charities to hide money and take a tax break.  In the case of Benioff, he and his wife are on the board and head several charities, as cited on foundationguide.org. Further, there is little oversight about donations, which can lead to the wealthy still maintaining a controlling interest in the money instead of leaving it to the charities to use freely.  A more concise explanation can be found by Adam Conover in his TV show, “Adam Ruins Everything”, https://www.youtube.com/watch?v=KWNQuzkSqSM.

So, before any Salesforce employees or other companies start to take into this scam, a few questions need to be asked.  Such as are these charities under the control of someone close to the head of the company.  Is this sort of a method easy to research and see that it’s a scam to make remote workers come back to the office?  And is this a good PR move?

This controversy clearly shows that deeper conversations need to be had.  Such as, why are these companies demanding people return to the office?  Does the reason fall under the three insidious reasons that have been going on since 2013? If a company comes up with a really good reason, they need to ask themselves, “What would my employees need to be supported and able to come back into the office in person?”. 

Such as Salesforce for example, is in San Francisco, one of the most expensive places in the country to live.  According to an NBC Bay Area article, https://www.nbcbayarea.com/news/local/report-bay-area-home-to-many-of-nations-most-costly-commutes/2054545/#:~:text=Coming%20in%20second%20with%20a,minutes%2C%20according%20to%20the%20report the average person working in San Francisco where Salesforce is located commute at least 34 minutes one way every day.  Which means most live in Solano, Alameda, and Contra Costa Counties.  Per NBC, each person spends over $11k per year on commuting. 

Moreover, depending on whether they have families because they must live so far away, many have childcare expenses to address.  As a working mom, I can speak to how hard it was to return to the office and be so far from my kids even though they had great childcare and how remote work allowed more bonding and time with my boys. This means many may additionally have to pay for private school or move further and have a longer commute to have their children in better school districts or aim for areas with more resources for their children if they have special needs.

There is also the cost of housing.  Per Zippia.com https://www.zippia.com/salesforce-careers-10060/salary/california/ The average salary for a worker at Salesforce is Between $95k- $137k per year.  Now for those outside of the San Francisco Bay Area, that sounds like a lot; however, that is not a lot of money for that area.  According to a Fox 11 News article in Los Angeles, from April 2023 noted, for Alameda County, the median income is $155k, and to be middle class, the income ranges from $104k- $311k to be considered middle class. The article can be found at https://www.foxla.com/news/middle-class-california-income-report .   The report showed that the low-income max for San Jose and San Francisco is around $80k a year.  Based on this information, Salesforce workers are making just a little above low income for their area and at the lower end on average for middle-class status.

After going over all this research and all these statistics, companies cannot effectively provide for their employees to encourage an in-person model of business anymore. It just isn’t doable.  Remote work is the most effective way to get productive workers and allows employees to be less stressed when providing for themselves and their families. The math doesn’t lie.  No, the amount of shaming or scamming will work out well for business.  It is clear that Remote is here to stay.

Work Cited

Barr, K. (2023, June 6). Salesforce tells employees it will donate $10 per day to charity if they come back to the Office. Gizmodo. https://gizmodo.com/salesforce-return-to-office-remote-work-tech-jobs-1850511872

Kelly, J. (2023, June 12). Employee tracking and charity donations: Google, salesforce, Meta, Apple and Microsoft’s return-to-office plans. Forbes. https://www.forbes.com/sites/jackkelly/2023/06/09/employee-tracking-and-charity-donations-google-salesforce-meta-apple-and-microsofts-return-to-office-plans/?sh=50f81a32722f

Albrecht, L. (2023, June 7). Salesforce is trying a “cute gimmick” to get workers back to the Office. MarketWatch. https://www.marketwatch.com/story/salesforce-donating-10-per-day-to-get-workers-back-to-the-office-is-a-cute-gimmick-but-will-it-actually-work-a5ae7663

Attorney Ryan Stygar. (2023). Come To The Office Or Else. YouTube. Retrieved June 12, 2023, from https://youtube.com/shorts/oQiWZJNuaJQ?feature=share.

Marc Benioff – the outspoken CEO who gives big. Foundation Guide. (2021, March 14). https://foundationguide.org/philanthropist/marc-benioff/#:~:text=Marc%20and%20Lynne%20Benioff%20are,the%20UCSF%20Benioff%20Children’s%20Hospital.

True TV. (2019). Adam Ruins Everything – Why Billionaire Philanthropy is Not So Selfless. YouTube. Retrieved June 12, 2023, from https://youtu.be/KWNQuzkSqSM.

Rezal, A., & Devulapalli, S. (2022, November 7). Most people who work for San Francisco don’t live in the city. here’s why. San Francisco Chronicle. https://www.sfchronicle.com/sf/article/remote-work-17510522.php

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.

https://youtu.be/ubE87eKWUKk

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/

The Toxic False Narrative of, “People Don’t Want to Work Anymore” Kills Organizational Culture.

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A company’s organizational culture is delicate and complex, especially in remote work modalities, because of shifts in leadership and communication skills. With business leadership screaming the false narrative that “people don’t want to work anymore,” they are lying to themselves and the workforce and killing their company culture.

The workforce intelligence and research communities have been studied psychologically and sociologically since the beginning of the industrial era. One unchanged concept is that the workplace culture is like a living organism. One bad apple ruins the bunch for everyone and can have drastic consequences for the whole economy. The modality of #remoteworking has brought a shift back to traditional leadership values of cultivating culture and valuing our teams as a business is symbiotic. When employees feel secure, their safety and time are valued, and their personal life is given space to not be overtaken by work, employees thrive, and so does business.

What do we do to change this tune? More leadership development needs to be done to help cultivate a work-life balance culture to help ensure the quality of our workforce. The first thing that needs to be adapted in leadership is the understanding that there are no more middle managers that just manage in remote work. There are producing managers who take on more of a teacher/ coordinator role. Leadership is less about the spotlight and more about highlighting their teams. Also, doing away with the toxic leadership tricks of getting free labor. Asking workers to work for free belittles their contributions to the company they make during their work day and shows that they are not valued. Studies also show that forced or pushed overtime hinders productivity and lowers quality.

Please visit my other social media links if you want to engage my consulting services on remote and hybrid work and leadership development. 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

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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