Remote and flexible working is back in the news with “National Work at Home Day” taking place today (May 17^th) and a Virgin Media Business Survey that shows, not surprisingly, that “most employees would prefer working from the comfort of their own homes.” There is also a big drive from the government to extend the right to request flexible working for a wide range of staff. But is it something to savour, the answer to a host of organisational issues, or might it create more problems than it solves?

The Pros and Cons
On the face of it, the organisational benefits of adopting a remote working approach are many – better motivated, more productive staff, opportunities to reduce office space, less absenteeism and improved staff retention are just a few. However, there are some key behavioural and leadership issues to consider before launching such a scheme if it is to work satisfactorily – particularly if it is to involve remote working.

Although many people are attracted to the idea of working flexibly or remotely, the reality is often different. Putting aside the Health and Safety issues (I once visited a remote worker at home to find that his “home office” was his staircase – he was surrounded by paper, and clearly took the term “laptop” far too literally), working away from the office requires a whole new mindset for some people.

Taking away the structure of an office environment and expecting all staff to have the discipline, motivation, and self-sufficiency to be productive is a big ask – difficulties with time management and problems arising from isolation, or adapting to “hot-desking” are common. Getting to grips with the concept that it might be acceptable to do your supermarket shopping during “office” hours, is something that needs some thinking about. For it to work and bring the anticipated benefits, individuals need to have the right attitudes and to receive the right support from their employer. Appropriate support from family and other networks is another important resource for anyone considering working from home.

The Management Problem
Many bosses also find the transition to “managing” staff they don’t see every day really difficult. I have observed several managers who are unable to trust their staff to work independently. For many it requires a shift of focus from measuring “activity” to measuring “output”. For most it requires a different type of leadership where the ability to motivate from a distance, agree clear aims and objectives, skilfully coach and mentor staff and effectively monitor and review performance, becomes extremely important.

I know of more than one company that has implemented a remote working programme simply by asking for volunteers to work from home. None of these schemes lasted long. A culture of suspicion, feelings of isolation, poor performance and high staff turnover are just some of the long-lasting detrimental effects that can result from ill-conceived and poorly planned initiatives.

Testing the waters
 What can be done to evaluate the readiness of managers and staff for this brave new world? Firstly a realistic understanding of the demands, requirements and expectations of the remote workers are a good start. Psychometric assessment, using current and reliable personality and motivation questionnaires, supported by a comprehensive feedback interview will bring some objectivity to selecting effective remote workers. Some people are simply not cut out for working from home in the way that their employer envisages it. The assessment process will identify the potential risks and highlight training and support requirements.

Training of the potential remote workers, and training of their managers, is a vital step. Successful implementation of a remote working strategy usually means a hard look at an organisation’s culture and management style. A recognition that trust, strong two-way communication, clear objectives and a focus on outcomes is essential in making such initiatives work.

The call for more remote working is getting louder. Make sure your organisation is thoroughly prepared and not deaf to the problems it can bring.

The media and twitter reaction to Ed Miliband’s Labour Conference speech seems to be as focused on his personal style as it is on the content.

I’ve heard him described this morning as looking like a schoolboy at a debating society meet, as having the gravitas of a wet fish and as looking and sounding like a visitor from outer space. Even Jim Naughtie on Radio 4’s Today programme challenged Miliband about his perceived “weirdness”.  Ladbrokes have also reduced the odds of him being leader of the Labour Party at the next election.

So how important a part of Leadership is looking like a Leader?

I’ve been advising on the appointment of Leaders for 20 years. Recruiters, assessors and business psychologists use a variety of tools and techniques to make certain that selection processes are fair and objective, to give candidates an equal playing field and to ensure that decisions are as free of bias, and based on merit, as possible. However, final decisions by boards, panels and individuals, often reflect a far more basic judgement. I’ve lost count of how many times I’ve heard a whispered “He looks the part” used as a justification for making a less than objective recruitment decision.  “A big man in a big suit – perfect!” was how one high profile leadership appointment was summed up by the client’s Chairman.

Of course, it’s not always the “best” or most experienced candidate who gets the job, it’s often the most “appropriate” one who walks away with the prize. Rightly or wrongly, looking the part may play a larger role than many think.

A recent article by Joann S Lubin published in the Wall Street Journal, began: “Savvy executives know the part, act the part and look the part. That’s because they exude “executive presence,” a broad term used to describe the aura of leadership.”  The piece makes a strong case for developing your presence and appearance, for getting coaching, voice training and even acting lessons. Certainly this might be appropriate for key media or public facing roles – and Mr Miliband’s advisors are perhaps making such arrangements right now. But what does that mean for the rest of us who are not subject to constant scrutiny from the media?

We can’t all be statesman-like in our manner or appearance, but we should work hard to make the best of the raw material we have. Self-awareness and emotional intelligence are the keys. Look yourself in the real, and metaphorical, mirror and understand who you are, your strengths and what you need to work on.  Ask for feedback from friends, family and colleagues and act on their advice, if necessary, to increase your presence and impact. Seek coaching if there is a significant gap between your perception and that of others.

My experience, working with leaders in hundreds of organisations, is that first impressions count – and are often hard to change. Whether Ed Miliband does enough to prove Ladbrokes wrong, time will tell, but, whether you’re an aspiring or ambitious leader, you should give yourself the best possible opportunity to succeed.

So will style always win over substance? When it comes to “looking the part”, remember one thing. If I go out today, buy an airline pilot’s uniform and put it on – it doesn’t mean I can fly the new Dreamliner. And the “big man in the big suit” didn’t last too long.

The Dark Side – do you know where to find it?

One of the most used interview questions is “What are your stengths?” Closely followed, of course, by the inevitable, pointless tango about weaknesses. More often than not, these stock questions reveal little about candidates, who are mostly well-rehearsed and trot out equally stock answers.

What we should be more interested in exploring are the potential “overplayed strengths” of our candidates – the characteristics and behaviours that become exaggerated when they are , for example, under pressure, tired or overworked. We don’t usually see these behaviours in interviews – and individuals are not always aware of them themselves – it’s not known as “the dark side” of personality for nothing! You’ve probably met and worked with people whose initial charm turns into manipulative behaviour, their confidence becomes arrogance or their enthusiasm becomes volatility, or panic, when the going gets tough, yet they don’t see that they change in any way. This is when strengths become weaknesses, when positive, productive behaviour turns into negative, potentially destructive behaviour – when bosses become toxic and when productivity flies out of the window.

Most of us have at least one or two potential derailing characteristics – they don’t make us bad people! But being aware of them and the warning signs, supported where appropriate by coaching and development, can make the difference between a good appointment and a roller-coaster ride for your business.

So how do we unearth these potential derailers? Well, we can change the way we ask our interview questions for a start. Instead of a simple strengths and weaknesses question, focus on behaviour – ask about times of pressure they have experienced, how they dealt with it, how they managed their relationships with staff, colleagues, customers and their boss. Look for the clues and follow up rigorously – as you should in all your interview questions.

To help pinpoint the specific areas to look for, consider using one of the personality questionnaires that identifies overplayed strengths. The Hogan Development Survey, for example, is one of the best known tools available and examines 11 possible derailers in participants. Saville Consulting’s Wave and Dimensions from Talent Q also cover this crucial area while other, complementary exercises can be used to focus on resilience and potential triggers for stress.

A small investment in the appropriate questionnaires, with feedback and interpretation from an experienced assessor, can raise awareness of potential issues with candidates as well as the employer. Thus ensuring you make an informed decision and minimising the risk of unexpected behaviour.

Explaining Psychometrics & Assessment while Networking

Coffee in hand, I moved to join a group of business owners at a Glasgow networking event when the one person in the group, who did know me and some of my work, introduced me: “Everyone, have you met George Clooney?” Eight pairs of wide-open, expectant, eyes turned to me, and rapidly narrowed with disappointment as they realised that, grey hair aside, I couldn’t be the person they’d conjured up in their minds.

After proper introductions, my introducer explained himself. “John fires people for a living! Like Clooney in that movie, Up in the Air.” I quickly clarified that I’d been working on an assessment project that involved a major reorganisation. Some people had lost their jobs as a result and I’d helped the organisation’s staff prepare to break the bad news in the best way, given the circumstances. Trying to be more upbeat, I was quick to point out that much of my work is about designing assessment processes to help employers understand who is most suitable to recruit into a job. “So more like Alan Sugar in The Apprentice, then?” one of the group asked. “Well…” I started. “SurAlan fires people too,” said another, not too helpfully.

The discussion continued and shortly got back on normal networking track: conversation flowed round the group for some time. After a while, I noticed one of the group deep in thought and looked at him encouragingly. “So tell me about these psychometrics and psychology” he asked. After a very brief introduction to personality and predicting behaviour, the lights switched on in his eyes. “Ah, so you’re really Derren Brown!” he exclaimed triumphantly.

Anyone who networks, or has to promote their business, needs an elevator pitch – the 30 seconds you get to introduce and define your business to an audience that doesn’t know you. They’re hard enough to craft at the best of times, but they can be really tough when your business is broad in scope, like the work we do here. However, I learned something from that event. A short, perhaps slightly shocking, statement can be very memorable. Since that day, when asked the inevitable “and what do you do?” question at events, I  occasionally reply that I fire people for a living. It always produces an attentive response and initiates a broader discussion. What’s your best elevator pitch?

There are some people in Glasgow who still call me George Clooney.