Micromanagement is out – trust is in

There are few things in life I would claim to be an expert on. (Remembering numbers, a great chicken soup, reverse parking, Bananagrams.) But as the co-founder of a business that has been 100% remote since its inception in 2013, I do know a thing or two about flexible working and how to build it into a successful business model.

Last month, we advertised for more paraplanners to meet the growing demand of our outsourcing business. 

We interviewed – and recruited – a career paraplanner with a decade of experience. Despite being the most skilled in her team, she was ready to move on because her employer demanded a five-hour round-trip commute to the office once a week. She preferred not to. Their loss, our gain.

Since the pandemic, our candidate numbers have surged. People have gotten a taste for flexible work and most don’t want to return to the rigid 9-5 routine. Meanwhile, many employers are still resisting this shift, insisting that employees show up at the office.

Now, I know what you’re thinking: not every role can be successfully carried out 100% remotely. And sure, some tasks require greater collaboration with team members; in-person meetings often lead to more effective conversations and solutions for tackling 'the big stuff.'

I'm not suggesting that every advice practice should bite the bullet and move to a fully-remote model (although some are doing this with great success). However, I am advocating for more flexible working arrangements for your teams. Begging, even.