We need to collaborate more asynchronously, with focus time and rest

The arrival of hybrid working was greeted with euphoria, but what turns out? Remote work also brings stress, loss of social cohesion, and digital overload. "We need to evolve towards sustainable employability," says author Isabel De Clercq. That sustainability is also the subject of her new book 'Good Work - A Guide'.

Why do we need to approach teleworking more thoughtfully?

Many companies have practical arrangements for teleworking but don't know why they are adopting hybrid working. Yet, that is the most important question. It is a choice that stems from a positive vision of humans and work. You shape values like trust, sustainable employability, and a mature employment relationship.

But there's more: the aging population means we have to work longer and with more people. This can only happen if our work is sustainably organized. In short: sustainable work serves a higher purpose. It not only guarantees our well-being but also the prosperity of future generations.

We haven't achieved that sustainable employability yet. Where does it go wrong?

It's a complex issue. The common thread throughout my book 'Good Work - A Guide' is that various actors are involved. The individual bears significant responsibility, but so do managers, the organization, HR professionals, the management team, and the government.

Let's zoom in on one element: the role of technology. Interesting in this context is what CEO Matt Mullenweg describes as 5 phases to achieve the ultimate 'remote work'.

In the first phase, you work together in the office. In phase 2, you replicate digitally how you work in the office at home, so synchronous working, with lots of calls, meetings, and messages. Many interruptions, causing stress. Most organizations are in this phase now. In phase 3, we get used to working from home and use digital tools in a better, slower way. In phase 4, there is more room for a healthy mix of synchronous and asynchronous collaboration.

Asynchronous communication means that the recipient does not expect an immediate response. You continue working, bundle your questions and reflections, and send them all to your colleague together. They do the same. This way, you work slower but with more autonomy, focus time, and purposefulness. There is more time for rest and reflection, no more constant availability. Asynchronous collaboration is a basic ingredient of good and sustainable knowledge work. The ultimate goal is phase 5: an environment with minimal interruptions, where you focus on tasks that create added value for your customer.

We still have a long way to go.

Our digital tools are too often used to interrupt each other and distract us. Why is it hard for us to control that?

There are many mechanisms that make us want to be interrupted and addicted to these tools.

There's the dopamine kick from clicking on a notification. In addition, we are addicted to 'busyness': being busy is a status symbol. Also, out of service, you often want to respond quickly, especially to questions from your boss. In an organization with little trust, you also spend a lot of time at the computer so you can respond quickly to prove that you are working. There is interruption by family members when there are no good agreements around it, and as the icing on the cake, we also seek distraction ourselves with difficult tasks that make us insecure...

How do we take more ownership of our work?

We need to move away from endless flexibility. It is much more productive to perform your work disciplined within a fixed timeframe than to constantly change the timing. Are you familiar with the book 'The Good Enough Job'? According to the author, work has taken up too much space in our lives, partly due to the disappearance of religion and community as sources of meaning. You can make a difference in various areas - so also develop competencies outside of your work and take on roles that are meaningful to your identity. It is important to consciously manage our time and devote enough attention to a meaningful life. If your work is your only source of identity, you are in trouble.

The evolution from presenteeism to impact is also necessary. What impact are we creating with our work? Are we doing the right things and are we well organized?

Finally, we also need to move from isolation to teamwork. The pendulum has swung too much towards the individual, and tasks are too often divided, causing people to focus only on 'their piece' and become alienated from the bigger picture. Common goals, shared values, and the opportunity to learn from each other are the glue between people. Glue that is stronger than the office building.

In your previous book 'Hybrid Working - A Manifesto,' you wrote: The magic is in the mix. What do you mean by that?

The right mix increases your balance, which applies in various areas. As a workplace, a good mix of locations can inspire: at home, in the office, flexible workspaces, with a client... The right mix of digital and physical collaboration also gives strength. And also for synchronous and asynchronous work.