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Now that we have reached critical mass in adoption of mobile-friendly internet access technologies like smart phones and tablets, we have to adapt our way of operating. This goes beyond the typical BYOD discussion of how to secure a network, how to control data that is shared across multiple form factors, and the unprecedented access to employees at any time or place.
As a business owner, I manage a distributed team of writers, SEOs, PPC analysts and marketers. Without the ability to have traditional face-to-face meetings on a daily basis, technology is a crucial cog in my operations wheel. It would be easy to fire off messages any time, expecting a quick or even immediate response.
But I don’t operate that way. Hiding behind a device can make us forget that we are dealing with real people on the other end. The onus is on the leadership team to build a culture that respects the individual, and not just the success of the company. If we truly want to manage teams of productive and happy employees, we need to keep the following in mind throughout:
Build Ground Rules Up Front
Expectations are like gold when it comes to managing teams. If you work in a large company, your IT group has likely already established a BYOD policy. I completely agree that this policy is needed, but this is built strictly to support security and technology requirements in most organizations. I have yet to see a BYOD policy that extends beyond the appropriate use of the devices to the people using those same technologies.
It’s time for the C-suite to get serious about building BYOD standards based on Human Resources needs. This is not a new concept; the vast majority of enterprises have already taken it upon themselves to build a social media policy. These policies focus on behavioral standards, but primarily what is and is not acceptable behavior when interacting with customers and prospects on social networks.
If HR can regulate how technologies are not to be used, say to browse certain off-color websites, then they can absolutely step forward and set ground rules for communication practices. And it is high time they start to get serious about it.
Allow Employees to Set Reasonable Boundaries
Even in organizations that take the time to set expectations appropriately, there needs to be some wiggle room. Every person is unique, and what works for one individual may be off limits for others. There would be no reasonable way to cover all use cases with an HR-focused BYOD policy. This is where the judgment of the manager or executive needs to come into play.
If you want your team to be productive, take the time to truly understand what motivates them and what drags them down. Especially in the case of introverts, constant interruptions and distractions can really throw them off their game.
Just to be clear -- I am in no way advocating that you let them run over you. On the contrary, I believe that your management style should be malleable. Just as you aim to personalize messages to prospects and customers, it should be a reasonable request to adjust your management style when it improves job satisfaction and performance.
All of this can be addressed proactively by having an open conversation about what works for each employee. In some cases, you will have to dig in about a few things, but you should also be willing to bend on others.
Encourage Time 'Off the Grid'
While connectivity can empower teams to collaborate in ways never imagined before, there is a limit to how much access most people can handle.
Study after study shows that happier and more productive employees are the ones who take time to step away from work to recharge. That’s right; less work makes you more effective at your job.
Now think about this -- if employees can leave the office but are expected to be on call, when can they take time to recharge?
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This discussion explores various aspects of AI implementation, ethical considerations, and challenges for your organization.
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Learn proven effective methods and solutions to supporting an inspirational future of Employee Voice
Assuming you want to oversee teams that excel and are efficient (and really, who doesn't?), this is more than merely a nice gesture. It is a mandatory requirement. Having time to not collaborate is equally important as working in a team environment.
Learn to Exhibit Patience
With pervasive connectivity comes a great deal of impatience. Everything is real time these days. Various studies have suggested that the average response time for an SMS message is between 90 seconds and five minutes. Other studies have indicated that more than half of us expect a reply to an email within an hour, especially when our boss, peers or direct reports are on the receiving end.
Having worked with collaboration platforms on both the client and agency side, I found that a five minute response time on said platforms is too long for some users! It is up to us to stop the madness, and this extends beyond the C-suite to every single one of us.
A wise consultant once told me, “95 percent of complexity in modern businesses is self-inflicted and preventable.” Aside from crisis situations, we create our own stress by holding onto unrealistic and overly aggressive expectations. This is one area where we need to rekindle the old adage, “Patience is a virtue.”
Summary
BYOD has gotten a great deal of attention from a technical perspective, but the time has come for us to adopt standards for usage from a human resources angle. Information fatigue is a growing problem, and with it comes increased stress. From the C-suite down to individual contributors, the time is now to adjust our expectations and behavior to allow for everyone to have a reasonable balance between work and personal time. Not only will it benefit each of us individually, but it will enhance performance and job satisfaction across the board.
Does your company have a human resources focused BYOD policy? If so, what behaviors does it cover, and how well do you think it is working?
Title image by Piotr Debowski (Shutterstock)
Editor's Note: Read more from Tommy in The Future of SEO and Content Marketing: Author Authority
