Wednesday, September 22nd, 2021

Flexible Has Become Our Culture

“I am a man of fixed and unbending principles, the first of which is to be flexible at all times.” – Everett Dirksen

Even before the pandemic, accounting firms were figuring out how to offer employees more flexibility and still maintain the level of production to meet the needs of the firm and the clients. My question is, is there danger in becoming too flexible?

As I have observed, it goes back to my favorite topic – communication. It also involves accountability.

As your people begin to come back to the office, you will be negotiating with each one individually as to what they want their works hours and locations to be like.

Managing people is not an easy task and if you are trying to manage people on-site and people in the virtual world it becomes even murkier. Managing people, for CPAs, has not been a highly-developed skill.

Whether managing people in person or remotely, too much flexibility and independence can set a low-performance bar if not paired with strong accountability.

Expecting people to do what they say they will do, on time, without reminders sets the stage for expectations. If people have proved they cannot do this, then they need more of your supervisory time.

Set clear expectations – This is another area where partners and managers often fail. The new generation of workers wants you to be very clear about what you expect. Most are very willing to do the work required and put in the hours necessary if they clearly understand what you expect.

Accountability – Here’s one recommendation that might work well for your remote and even your in-house workers. Check-in with your direct reports at the beginning of the week, let them work for a week in their own individual style (it might not be 8 to 5 hours), and then regroup the following week.

Closing thought: Too much flexibility and lack of communication can create a culture of poor performance if there is a lack of accountability.

  • "The pandemic has definitely forced companies and leaders to look at how we treat people—what are people’s needs? I also think it’s been a real eye-opener.”"
  • Nicole Lipkin

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