Flexible Work Unleashed

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[Linda] I want to welcome you to our very first Flexible Work Unleashed series.

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I was thinking back about today being Leap Day, and that happens every four years. And I was thinking back to where was  

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I four years ago? Well, I think the beginning of 
what started to be one of the greatest changes to the way we work in our workforce.  

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And I want to start off with a thanks to all of you from us for jumping in so quickly overnight and learning a new way  

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to manage and work. And we know it wasn't easy 
and we're now living in an ever changing dynamic  

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and ever evolving new way to work. And so one 
of the things at about two or three years ago,  

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when we discovered that we were in this new way of 
work and trying to figure it out really quickly,  

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the H.R. team and at the call started 
working very closely with the team at  

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Weill Cornell Medicine to start talking about 
practices and resources and ways we could work together to try to best support this new way of working.

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And one of the wonderful things that came out of 
us working so closely together on this in the last  

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couple of years has been the idea of what more 
can we do to support our managers. You guys have  

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really been pinch hitting and doing a great job 
on trying to navigate this new a way of working,  

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but what more can we do to support you?
 

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And the idea of this new series came forward. So this series is for you. And our goal is to really be able to provide you with  

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practical tips, information and resources to help 
you as we all are moving forward with navigating  

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this new way of working. So before I get started, 
I just want to quick, you know, do some quick introductions and acknowledgments.  

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So for those who don't know me, I'm Linda Kroll Howell and I'm the Senior Director of Employee Experience with the H.R. team located in Ithaca, New York.

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And there are a few members of our team at 
our team in Ithaca, New York, who work on putting  

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together. I just want to quickly acknowledge and 
that I'm going to bounce to Eric at Weill Cornell to introduce himself and his team.  

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So, Allie Zimmerman, who is our relatively new  

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Flexible Work Consultant, as well as Jerry Deis
and Ashley Fazio on our H.R. communications team,  

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have been very much behind the scene in putting 
this together. And Eric, if you want to do quick  

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intros on the Weill Cornell Medicine side, that'd 
be awesome. [Eric] Thanks, Linda. It's always a pleasure  

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working with you and your team, and we really 
appreciate the opportunity to work together on this particular initiative.

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So good morning, everyone. For those who don't know me, I'm Eric Saidel, the Interim Senior Director of

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HR for Weill Cornell Medicine. And joining 
me a behind the scenes today and helping to  

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put this event together from the Weill side. 
I just wanted to acknowledge Danielle Gabor,  

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who is our Director of Business Transformation 
and Strategy and then two members of the team; LindaSsmith, our director of HR Services,

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and Peter LoFrumento who is our Director 
of Operational Communications.

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[Linda] Great, and it's been a wonderful this is a wonderful one Cornell initiative. So we have managers from Weill Cornell  

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Medicine and managers from all over all the other 
Cornell operations here today. So welcome to all  

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of you. And once again, a big thanks for, you 
know, jumping in so quickly and trying to figure out this new way of working. 

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So some general logistics for you to be aware of. We are recording all of these sessions for future viewing. We know we had,  

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believe it or not, almost 400 people signed 
up to this. So we were thrilled about that.  

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But we also know last minute things happened and 
'I was not able to watch that'. So our plan will be to record these going forward. 

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We're planning to try to have one of these every other month. And we really would love to hear from you if there's  

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certain topics you'd like us to dive into deeper 
to focus on during these sessions. Which leads me  

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to the next piece, which is your names or your 
questions and comments are not going to show up on any of the recordings.  

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You will see there's a question feature that you can enter a question in and you can do it either in your  

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name or anonymously. That just goes, We're 
behind the scene looking at those will see  

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that. If you have ideas for topics you'd 
like us to focus on for future sessions, you can put them in there as well.

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We are going to we have a lot of content up front and awesome panelists which we'll share with you in a second, 

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introduce you to those in a second. So we have 
some questions that we've set up for them to kind  

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of address upfront and then we're going to try to 
save a tiny bit of time at the end to address any questions that have been put in.  

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Whoever we can't get to question wise, we will be following up a week or so after this with a copy of the recording,  

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some resources and maybe some of the answers 
to some of the questions we weren't able to  

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get to. So just around logistics on that. So without further ado, I want to start by introducing our panelists.  

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I don't usually like to read from papers, but I also want to make sure I don't forget anything.

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 So I am going to be reading for paper as we get through to introduce our panelists.

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So our first panelist is Marie Carter. Marie, I don't 
know if you want to... [Marie] Hello. [Linda] So Marie  

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Carter, MPA is the Executive Director of Practice Access and Operations at Weill Cornell Medicine. 

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She served many roles in her tenure there, including with within a clinical department as Operations Administrator and centrally in the  

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Physician Organization as a Senior Analyst 
supporting the implementation of ethics,  

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registration and scheduling systems. Maria 
is committed to streamlining operational  

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workflows to improve the experiences of our 
patients, providers and staff. She has a proven  

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track record of building strong collaborative 
partnerships at all levels within our complex health care organization. So that's Marie. 

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And we also have with us Dr. Shenita Brokenburr, who is a course instructor with eCorn... has been a course

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instructor with eCornell for the past three 
years. And her courses have focused on helping  

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managers through this new, flexible and remote 
work environment, which I'll share a little bit  

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more with you on that. In addition to being one 
of our instructors, Shenita also owns an advisory coaching and consulting firm in the D.C. area. 

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Before joining Cornell, Dr. Brokenburr worked as an HR Executive and Chief Human Resources Officer, as well as a part time  

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faculty member for 30 years. So that's Shenita. And 
you want to say hi. [Shenita] Hi, everybody, glad to be here.  

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[Linda] And then finally, we've got Erin Mulrooney, who recently in the last few weeks was a recipient of Cornell's George Peter Award,

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it's an award that we give out on the Ithaca campus, is the Associate Dean for Administration for Cornell Engineering, and  

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she oversees administration finance facilities, 
human resources, data analysis and IT for the  

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College of Engineering. Erin has been in Higher 
Education Administration for over 30 years. And in  

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addition to being with Cornell for about seven and 
a half years now, she held leadership positions at University of Chicago and Penn. 

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Erin is a certified executive coach and holds an MS of organizational dynamics from the University of Pennsylvania 

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and is an executive... and an executive certificate 
and academic leadership from the Wharton School.  

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And for those of you who've been around 
Ithaca area, especially during the summer  

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months in the active music scene, you got to 
hear Erin's voice. She's an awesome vocalist with a local blues band.  

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So without further ado, I'm going to pass off to Eric, who is going to start talking with our panelists. 

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[Eric] Thanks, Linda. All right, let's get started. You know, I was thinking about the fact that today is Leap Day and I think that  

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we're going to leap right into this discussion. 
And let's explore amazing perspectives, L.E.A.P. Let's explore amazing perspectives together. 

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So what I'd like to do is start with each of our panelists and just give us a quick overview of your current  

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workplace and what's flexible about it. You 
know, do you have remote workers? Do you have  

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hybrid workers? Kind of what's this set up in 
your respective areas and what are your top of mind thoughts about it? 

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You know, what are you... how do you approach it? How would you describe it to someone 
just so that they understand the environment in  

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which you're working? Marie, let's start with you. 

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[Marie] Great. So in my division, we have remote work and we have two different buckets of staff that are unique. So one group is our Access to Care Contact  

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Center, which is a contact center that is fully 
remote, that has over 200 staff members in it who report up through a director.  

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And so they're completely remote. Then we have another group that is more focused on individual, sort of more independently  

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run projects, and they work remotely as well. 
They interface with our clinical departments  

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differently and with our leaders differently, 
but they are also remote. So we have set it up  

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so that we are 90% remote and that 10% allows 
for us to have in-person meetings as necessary or attend seminars as necessary.  

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And so we are very flexible about how we utilize that extra 10%. We believe that we've thrived from this.  

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And I can go into further detail a little bit 
later when the other panelists have given their  

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feedback about their structure. But we have 
acclimated well to it. I have to say due also  

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to the excellence of our IT teams getting us set up  
 

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appropriately and our H.R. team supporting process 
and sort of guidelines to do this. But I'm happy to stop there and let the other panelists weigh in as well. 

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[Eric] Thanks, Marie. Really appreciate that and the shout out for HR and it as well. Erin, can you tell us a little bit more about your working environment?  

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[Erin] Absolutely. Good morning, everyone. Excuse me. And on the Ithaca campus, Cornell is, is wildly decentralized and most  

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colleges and units have set up their own operating 
rules around how flex work works. In the College of  

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Engineering, we are also rather decentralized, and 
we've enabled each department and unit to come up  

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with their own rules as well. We are much more of 
a flexible hybrid type of arrangement versus fully remote type of arrangement.

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We have a few tiny pockets and a handful of folks who are fully remote, but for the most part, 
some departments have everybody in person, all  

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five days and some departments have either a three 
plus two or a four plus one kind of arrangement  

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where folks are in the office a few days a week 
and working remotely one or two days a week.
 

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It seems to be working well. We touch base 
actively with our administrative leaders in all of  

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our departments and units, and we, you know, talk 
openly about how important it is to be aligned and  

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expectations and have expectations really clear 
and have communication really clear around around expected outcomes.

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[Eric] Great, thank you. Yeah, we're definitely going to talk about communication a lot over the course of this discussion. 

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But, but thanks for that overview, Shenita you're bringing two perspectives here for us today. You're bringing your academic  

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perspective from your research and you're... and you're into this area and some of the perspectives you've  

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gained, but also you are a worker and a manager 
yourself. So can you tell us a little bit about,  

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you know, the settings in which you work, you 
know, what your experiences have been, you know, as far as flexible workspace environments.  

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[Shenita] So thanks for that, Eric. I am what we call a Fractional HR Executive. And so my company,  

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Bridge Brain Trust provides those services 
to different organizations across sectors and  

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what that means is if a company has 
a need for a CHRO, for instance,  

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for about six months, I go in and I do that 
if they have a similar need in another area, I go in and support them in that way.  

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So I'm remote myself. And you know, my experience  

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with leading teams is that, you know, they love 
being hybrid and remote, but there are also some  

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challenges with that. And that's where my role as 
course facilitator comes in with E Cornell. So I'm  

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the person who facilitates managing and leading 
hybrid teams at eCornell, and I think we're on our first or second run of the course.  

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So we have students from Weill and from the main campus and Cornell... all over the Cornell ecosystems. So I get a special glimpse  

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into some of the challenges that managers have 
at Cornell as an entire Higher Ed ecosystem. So unique perspective there.   

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[Eric] Absolutely. And that's why we're so thrilled to have you as part of this conversation, along with Marie and Erin.

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So let's, let's keep going with that thought Shenita, you know what... what are you seeing? You know,  

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thinking about leadership styles in this new world 
where we are all, you know, living and working,  

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what leadership styles have do you think have 
proven most effective in managing either fully remote or hybrid and flexible teams? 

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[Shenita] So I don't know if there is one particular leadership style,  

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but I can say that all of the leadership 
styles that are successful have a couple  

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of things in common, and that is that they are 
very inclusive, communicative, adaptable, flexible and they're open.  

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So all of those kind of characteristics we've seen not only in the literature, but I've experienced that myself

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in working with teams, those characteristics work 
best in hybrid situations.

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[Eric] Great, thanks. That's really, really good. You know, So, Marie, Erin, what are your thoughts, you know,  

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in terms of, of what Shenita just shared and 
how you're seeing that work in each of your respective environments? 

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Marie, I'll start with you. 

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[Marie] Thank  you. I couldn't agree more with Shenita, and I think because I have two different sets of teams,  

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they have really unique needs and I have to be 
really flexible about how I approach communicating  

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with them. But even more importantly, I 
like to say that I have to actually speak many different languages.

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When I hire staff, I have to really understand what they're saying, the words they're using and also what they're trying  

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to get me to understand. And so that has been a 
super learning opportunity for me because there is  

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a really diverse group that I lead and I want to 
make sure that I continue to represent them well,  

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but also to ensure that they are aligning with 
what our Weill Cornell Medicine goals are and that they understand the mission.

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And one of the things I'll also say is, you know, we're 
we're remote. It's so important to be even more  

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communicative when you're remote to ensure that 
you're demonstrating the mission in ways that  

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you would need to if you were all sitting in the 
same office together. They need to see you. They need to have access to you.  

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They need to have, you know, team meetings and 1 to 1 meetings. And I say all of this acknowledging the privilege of having a  

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smaller group to manage for the independent team, 
as well as how we have to get creative with team  

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meetings for the 200 plus people team. So, so 
there's a lot there. But but I but I agree with  

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Shenita that it really is about being flexible 
and open to trying different ways of reaching people and having them reach you.  

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[Eric] That's a great point. And, you know, flexibility really does mean so many different things in this 
context. You know, it's the it's the schedules.  

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It's the arrangements, but it's also the way 
we think as as workers and more importantly,  

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as leaders. Right. That we need to be flexible and 
recognize that. Now, Erin, you talked about this in our in our pre-meeting sessions as well,  

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and I know you really have some very strong feelings and experiences or examples about the role of communicating, 

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you know, and keeping people engaged through, 
you know, open and effective communication. Can you talk with us a little bit more about that? 

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[Erin] Sure. And I also want to also totally agree with Shenita's points. And I think that some of those points or those  

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attributes are attributes for a leader in 
any situation, whether the workforce is all in-person or hybrid or remote. 

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But I think we think back to I think we think back to a time that didn't ever really exist of thinking that  

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back in the day when everybody was in person all 
the time, we all got together and did things and  

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everybody was on a team and it wasn't a 
great and people communicate differently,  

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as Marie just indicated, and people 
some people are wildly introverted,  

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some are wildly extroverted, some are somewhere 
on a spectrum in between that not everyone engages in the same way. 

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And so I think you as as a good leader, you need to be intentional and how you communicate and how you engage folks. And you have to be even

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more intentional when you've got remote workforces or the hybrid workforces. And another... so, so again,  

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the communicating pieces about a lot of different 
things. It's about what the expectations of the job are and the outcomes. 

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It's about what's happening in the office, what's changed that's going to impact how you're doing, what you're doing at this moment, 

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or, or it's about, you know, who's just announced 
that they're getting married and doesn't everybody  

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want to congratulate them? So that goes to some 
of the team kinds of things. I you know, I think... I think that gets at some of it. Um...

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[Eric] Okay. No, I hear you on that, you know, for sure. I mean, as a... as a leader myself, I certainly think about,  

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you know, struggling through some of those 
things and and how do I make up for the fact  

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that I'm no longer bumping into most of my team 
in our pantry at the water cooler, you know, at the coffee machine.

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One of the things that I've done is, you know, I've created virtual office hours, you know, especially even before coming into Higher Ed,  

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you know, this idea that, you know, everybody 
knows the blocks of time that are available on  

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my camera and they can just pop in, you know, they 
can send me a Team's message, if I'm in the office, they can come to my office.  

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But wherever they are, they can, you know, join me on Zoom, are, you know, on Teams for just a quick kind of check  

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in. They can reserve time with me or they can just 
pop in to those office hours in that sense. And  

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it it really, I think, helps, you know, in 
some cases to to foster that connection and  

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for people to just not feel that they're kind 
of out there isolated, all alone, you know, when they're doing their work.

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But, but Shenita from your research and from, from what you teach and you talk about some of the 
other top engagement strategies that you're that  

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you're seeing that you know, that are showing some 
success when we're talking about such a diverse  

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workforce force in terms of, again, schedule, 
location, you know, structure. 

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[Shenita] Yeah, Yeah. So what you said, Eric, I lit up when you said the virtual office hours because when I was back doing  

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my university work and at the beginning of the 
pandemic, that strategy was pure gold to have your  

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calendar open, to have the virtual office hours, 
and to just be transparent about where you are and whether you're, you know, virtual or on site.   

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So some other things that we're  seeing in the engagement and employee engagement 
with hybrid teams. Microsoft does virtual coffee  

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chats where, you know, their employees jump online 
at a scheduled time. I know this worked for my own  

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team, and the rule was bring your coffee or tea 
or whatever it is, your drink of choice except  

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alcohol and no business talk, only, you know, 
family and interesting things that happened to you say over the weekend, etc.

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HubSpot is another example of employee engagement where they have birthday breaks. I don't know that we do this a lot in Higher Ed,  

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but employees have a day off to recharge for their 
birthdays. The other thing that was really popular  

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at the beginning and it continues to be popular 
now, is to leverage your employee assistance programs to have virtual mindfulness sessions. 

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And you do that, you know, on a regular interval, etc.. And then lastly, Slack channels for hobbies. If you have, 

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you know, employees whose so like I do or whatever 
they do, but it requires that you keep your keep  

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the pulse of what's happening in your group and on 
your team. [Eric] Thank you. Yeah, absolutely. You know,  

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again, we do have to remember there's a whole 
nother level of diversity in the workplace now,  

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you know that there wasn't necessarily as 
visual, you know, as obvious to us in the past, you know, on so many levels.

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You know, that leads me back, Erin, to something you 
were saying earlier about, you know, the, the  

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diversity of different structures and approaches 
within the College of Engineering and, you know,  

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within the institution as a whole. You know, given 
that there are people in different locations,  

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you know, those who are working fully remote 
versus those who are in a hybrid setting and  

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those who are actually on site every day, how 
do you manage, you know, how can you manage such diversity like that?

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And really, I mean, we've touched on a little bit. Marie talked 
about it and we'll come back to you as well. But,  

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you know, what have you found to be effective 
in terms of, you know, really and literally  

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meeting people where they are, given that they 
are in so many different places and settings,  

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[Erin] It's, it's, it's kind of a balance back and 
forth, thinking clearly about what is the  

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job itself and can that job be done in a, in a remote or hybrid way or does that job require the person to be on site?

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There are certain types of positions are student facing positions, for example, and this is not the case in every department again,  

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because everyone has their own way of doing 
things. But many of our departments have their  

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student-facing folks in the office five days a 
week when semesters are active and they have more  

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hybrid opportunities or remote opportunities 
when there are breaks from from classes.
 

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But making it clear when you're looking at the job 
description, understanding what are what are the  

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opportunities, what will work, what won't work, 
making that clear in the job description where  

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that's possible, making that clear when you're 
posting the job, which I think we do do now,  

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about whether or not this can be remote or hybrid, 
that doesn't stop the situation where somebody  

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comes to you who's been an active employee, who's 
been terrific and a super valued member of your  

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team, who's suddenly got some situation where they're moving across the country, but they want to remain an employee.

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And those cases get looked at on a case by case basis. Again, depending on what the values are of each department in terms of how  

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they look at hybrid work or remote work, can that 
work or can that not work? And why? And again,  

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it comes to communications communicating clearly 
with with the person who's asking for it, with the  

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people around them who might feel upset if they 
don't have access to that as well as to why you're making the decisions you're making now.  

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There's no easy cut and dry, black and white to any of this. 

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[Eric] Yeah, and I think, Marie, you were talking about that as well. You know, again,

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more so than ever, there's no one size fits all. 
But, you know, what are you what are you seeing  

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is, again, being effective in terms of, you know, 
creating connection, trust and engagement across your, your hybrid and remote workers. 

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[Marie] Yeah, life keeps happening to people. And, you know, you never get sort of a plan of what life is going to actually do. So a couple of  

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things. I think that many of my team members who 
may be further along in their career are really  

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welcoming to sort of the remote communication, 
the one to ones that are remote, you know,  

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because they're squeezing a lot of things into 
their days and they can multitask those things.
 

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What I have found, though, is that people 
who are recently out of school don't, can't  

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fondly remember the structure of coming 
into an office and having a team around  

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them. And and they struggle a little bit 
more, frankly, You know, those those folks  

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and people who are naturally extroverted, 
they really want to see you physically. They want to kind of interact,

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and this is something I'm continually working on. I have not 
found the one solution, but, you know, trying to  

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go in once or twice a month or once or twice a few 
months to meet with somebody in person, you know,  

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yields dividends. I never expected, you know, 
they really appreciate the fact that a leader is even attempting to do that.

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Again, it's super hard because we do have such a diverse group. So we're constantly trying to be open. And I think  

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someone asked about what is open mind. I think in 
terms of how I'm looking at it is understanding  

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that we have a structure in place and we have 
guidelines in place, but understanding that  

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sometimes this is all new territory, especially 
at Weill Cornell, we may need to explore or  

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pilot a different way of thinking as long as it 
aligns with our general goal of ensuring that folks adhere to the rules.

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Maybe we need somebody who needs to be away for six months still in the country, but needs to have access to our systems  

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to work because there was a major life event. How 
can we be open to that employee who has committed,  

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you know, many years to us? And so that I think 
we're just constantly going to have to consider  

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these situations that present themselves and think clearly about how well we can help this employee and also adhere to what our goals are.

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[Eric] It's really a totally new aspect in some ways of of 
managing, right? I mean, really, you know,  

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it's in some cases it's less about managing the 
work and the tasks and really more about managing,  

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you know, the individuals and their experience 
and helping them be successful. And that makes  

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me ask the question to you Shenita. You know what resources, what guidance, what support can we provide...

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can we do a better job of providing to our managers, you know, who who you know, even though we're now in year four of the pandemic and  

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this sort of new reality, you know, in many ways 
may not have gotten the support and training and  

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and assistance that they needed to help manage this. I mean, this program and this series that we're doing is an attempt to try and do that.

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But, but what else can we do or should we be doing to support our people, leaders within these various situations?  

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[Shenita] Great question, Eric. So one of the 
things that I recommend is eCornell has  

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the hybrid work strategy certificate and we'll 
put that in a link to that in the chat. And  

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so the the certificate is a four course model 
where they we cover hybrid work models, how to  

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foster productivity and culture on hybrid teams, managing and leading hybrid teams and maximizing collaboration and communication.

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It's fantastic. So I've, I've facilitated two of the four and I can tell you the response to that course and you know, all of the materials,  

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has been really phenomenal. So provide managers 
with the resources they need. Hybrid work is not  

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going anywhere. This is our new normal if there is 
such a thing. So any time we can skill build and  

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shore up those leadership skills through training, through dialog, through practice and best practice strategies and we need to do that.

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And the hybrid work strategy certificate is one of many ways to do that.

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[Eric] Thank you for that. Yeah, I think if we haven't already, we'll share that 

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information along with some other resources by 
the end of the program. And I know that, you know,  

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through both the the ethics based h.r. Section 
of the internet and the well, section of the  

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internet, you know, we do have resources available 
and that we're looking to continuously add to, you know, and provide additional support.
 

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Marie and Erin, this isn't a question that we specifically talked about in our prep session, but, you know, you each have managers who  

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report to you, right? Who, who manage others. What 
are you saying to them? You know, besides setting  

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the example, Marie, which you talked about, you 
know, so, so appropriately earlier, you know,  

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what guidance are you giving to the people, leaders who report to you to help them be better leaders for the people who report to them?

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[Eric] Erin, you want to start with that one? [Erin] Sure. You know, in terms of being better leaders in general,  

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which I think translates to being leader of a 
flex work group, we have a leadership community  

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meeting once a month, and that's everybody at 
a director level or above who are managing work  

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groups. We use a book called The 15 Commitments 
of Conscious Leadership very actively in that  

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group and will have one of those commitments 
discussed at the beginning of each meeting  

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from a theory perspective, and we'll do some sort 
of practice around it or learning around it.
 

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We, so we talk about challenges that we're facing 
across the board in different kinds of management  

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scenarios, and then we'll spend a part of the time 
on, on operational types of things. So here's this  

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new thing we need to discuss, or it's sick time 
or, you know, how are we handling that this year?  

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So we have that community pretty strong and we also try to do some social engagement types of activities with that group.

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I'll say that that group is a flexible group. In a hybrid group, it's always a hybrid meeting. Some people are in person,  

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some people are on Zoom. So one thing I don't 
think we've touched on mature yet is having the  

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right technology in place to enable that to happen 
rather seamlessly is really important and we we  

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have it in some spaces, not all spaces, but that's kind of that's a community forum that we have for these kinds of discussions.

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[Marie] Yeah, I would say we have similar things. I know we're running up on time. We don't have we don't share the book, but we do have our leadership  

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meetings and much of the time of our one to ones 
are about how to manage specific situations going  

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on or challenges. I do think an example is one thing, but continued manager orientation and manager training is hugely important.

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I love that HR is moving forward with so much of that over the last couple of years and hopefully they'll be more of that for us as  

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leaders to rely on so that we're not trying to 
create duplicative kind of trainings for, for our  

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team members. But much of what Erin stated we're 
doing as well and hopefully we can can keep those  

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lines of communication open and keep that trust there so that people can raise the issues that they're being presented with by their staff.

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[Eric] Yeah. Thank you both for that. I will say that that's yet another 
area of collaboration between the HR Team  

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in ithaca and the HR Team at Weill to look at, 
you know, leadership training and where we can,  

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you know, collaborate and, you know, have even 
more consistency and sort of shared content in  

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the areas you know, that that really do span, you know, any kind of campus or any kind of setting.

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And then, you know, of course, having this sort of institution and campus specific information as necessary. So that's something that we're you  

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looking in to separately as well. I think we have 
time for sort of one more question from me before  

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we open it up to audience questions. And thank you to those of you in the audience who have been submitting questions along the way.  

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I guess the last question, and I'll open this up to to any of our panelists, what are some of the challenges that you've experienced, you know,  

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in this new reality, you know that that either 
you didn't expect or that you found particularly,  

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you know, particularly challenging, you know, 
things that you maybe didn't think we're going  

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to be an issue, but have ended up being issues 
that, you know, really require a lot of time  

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and attention and creativity and support to to 
address and what have you done about them?
 

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[Marie] Well, I'm going to start it's and because we 
have such a strict kind of we're very busy.  

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So one of the things about going remote is that, 
you know, you don't have 5 minutes, you don't have  

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3 minutes, You can be booked back to back all day 
long. And certainly some of us who are type-A are  

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happy to kind of just go, go, go. 

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It's, it's probably not as impactful  

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as to those who actually do need those pauses 
in the day just to really take a little moment,  

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maybe eat something or drink something or even 
just walk around the block. I found that that  

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is really difficult to manage because I'm 
setting an example. So not only, you know,  

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I know I have to work a lot and I'm happy to 
do that, but I don't want my manager to feel  

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like they're failing because they actually 
do need to build in 30 increments of time to  

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actually work or to pause. 

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And so finding that balance has been 

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super challenging. With remote work still being 
more productive, we're still more productive,  

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I would say, for this team than we were when we 
were in person. But we have to acknowledge that.  

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We have to build in those pauses throughout the day to make sure that people have an opportunity to catch their breath.  

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[Erin] Yeah, and I'll jump on to that because I think this is an active conversation in our leadership community. We're  

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supposed to be strategic people to those of us who 
are in leadership roles, and there's no time to be  

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strategic or think strategically. If you're back to back to back to back in meetings all day long. And so how do we do that?

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And it's not only being back to back in meetings,  

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it's that you're not even present in your meetings 
because we've all adopted these other strategies  

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like Teams or Slack or any of these things, 
or some people have both Teams and Slack for  

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00:35:40,360 --> 00:35:44,640
different work groups that they're constantly 
being pinged and feeling like this fire hoses on  

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00:35:44,640 --> 00:35:51,508
you and you've been, you know, you've your Wonder 
Woman bracelets thwarting off the the, you know, the spikes coming at you.  

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When do you get to think? So that's a big challenge. And that has definitely escalated since the pandemic happened. Just it feels like  

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the amounts of touch. So we're talking about 
how to be more intentional about a identifying  

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time slots or things of that nature, yeah.

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[Shenita] And the only thing I would add to that is what I'm seeing, 

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you know, on the discussion boards and in my consulting work, two things are bubbling up. This notion of proximity bias, right?

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If you have a leader who is on site and you have one 
or two employees that are always on site,  

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you start developing in-group, outgroup situations 
where, team that's virtual is not as informed  

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00:36:45,240 --> 00:36:57,120
or reachable as those on site. So you have to 
really negotiate and be mindful of the notion  

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00:36:57,120 --> 00:37:04,900
of proximity bias. And that just means again, 
preferring, you know, those employees who are on  

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00:37:04,900 --> 00:37:16,676
site versus those who are virtual trust is another issue that comes up as we look at leaders that are in different generations.

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You have baby boomer leaders, you have Gen X, etc., and they all have different mindsets. You know, when I first when the pandemic  

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first happened, my leader, who was a president 
of the university system, was what we call butts  

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in seats leader and he did not want to have any 
discussion about virtual or hybrid work. He was  

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00:37:47,680 --> 00:37:50,000
butts in seats or you're not working. 

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So we have to be mindful of all of those generational 
differences with leaders and managers as well. 

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[Eric] Thank you all. Thank you for that.  
And especially for the question that we  

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didn't necessarily prepare for. But clearly 
you're all thinking about about all the time. Linda...

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[Linda] Why don't we... it's... sorry I froze up for a second there. Why don't we move to some of the audience questions? 

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Ashley, I think you've been looking at the questions and 
maybe you can start with choosing one or two. 

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[Ashley] Yes. I also want to quickly acknowledge, I know that 
some folks are having issues. You'll see that  

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this is being recorded and we'll make sure that we work that out beforehand. I appreciate folks being patient and diligent and getting in.  

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00:38:39,721 --> 00:38:48,480
So... some of the questions that we had, it's interesting because one folks did note, one person did note about 50 minute meetings  

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as opposed to an hour. And that being one way to 
make sure that we don't have these back to back  

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meetings built in. So I think that's just more of a statement, but is making me mindful as we're coming up on our time for this.  

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So I think one of the questions that I want to go to is 
how do you handle managing employees who  

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are really struggling with the technology and using these programs that are now required in a more flexible environment? 

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[Eric] Anybody want to jump in on that one?   

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[Erin] I feel like it's hard to answer without more context 
and not knowing what the role of the person is.  

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And I think if I can answer in a more general way, 
I would say whatever the job requirements are,  

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it's a manager's role to ensure that your employee 
has clear expectations, resources to be able to do  

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the job, and that includes providing any training that's necessary, removing roadblocks that they have, kind of helping them get there. 

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And if, if they're not capable of doing the job, then that puts the conversation into a different place. So,  

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I mean, that's the only general way I can 
answer that without more context about  

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what's the role and was this something that didn't require any technology before and now does I don't know.  

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[Eric] Sorry, I was just going to say there may be an aspect of this also that gets at some of the other things like Zoom fatigue,  

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like, you know, again, the building in the 
time, you know, that kind of thing. I mean,  

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you know, some people really do struggle 
with managing, you know, how to get their  

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work done when they are constantly being, you know, jumping from, meeting to meeting to meeting with no breaks.

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So that, that I don't know if that's what's intended. But, you know, again, I think that somewhere like Marie talked about where,  

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you know, a manager or a leader can work with 
people schedule in those times, you know,  

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and to make sure that meetings are scheduled for 50 minutes instead of 60 or, you know, no more than two back to back before you have a break, those, those kinds of things.

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[Ashley] And that actually gets to several of the other questions related to meeting times that Zoom fatigue in the back  

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to back. I guess I'm wondering what I'm thinking 
is that we will take all of these questions. One  

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thing that we noted as a planning team was that we wanted to take questions and perhaps use these as we build out our future panels.  

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And so I'm wondering, Linda and Eric, if you want if there's any final remarks or or discussions that you want to have as we're closing up the time.  

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[Linda] One of the things I would say is if you do have ideas for what you'd  

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like to see in the future sessions please put 
them into the question area because we really want  

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these to be as useful as possible and we're happy 
to find experts as well as I think it's really  

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important that we continue to involve people who are supervisors to kind of share, you know, their, their real experiences.

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So please, please, please feel free to do that either 
now or if you have an idea, you know,  

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a few days from now or week from now to send 
it to one of the members of our team, Eric, try  

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with what those ideas are. So yes, please. Eric, I 
don't know if you want to add anything else to... 
[Eric] No, I that's that really covered it.

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I mean, I'll just take a moment in the minute we have left. You know, to really thank our panelists, to thank our teams for,  

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for helping us put this event together and 
to thank all of you who attended. You know,  

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just the fact that you showed up for this, you 
know, speaks volumes about you as leaders and  

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how much you care about your teams and and 
your institutions and your departments.
 

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And I think that's really the part that 
has to flow through this. Right. You know,  

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that no matter what, we still need to 
lead with empathy, with understanding,  

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to really see the whole self that our 
employees are bringing to the workplace,  

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regardless of where they are physically located, 
because that's a big part of what we're seeing  

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00:42:48,920 --> 00:42:53,400
now more than ever, as well, you know, both 
the positives and negatives, the challenges  

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and the advantages, there's just much more of a human centric aspect to it, I think, than, than there ever was before.

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And that's why conversations like this are so important.  

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So I think we'll close it out at this point.  

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We'll let everybody go again on behalf of Linda 
and all of our teams. And I want to thank our  

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panelists, one more time. Your insights have been 
really valuable and we very much appreciate your  

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time on this. And thanks again to our audience.
And I hope everybody has a really great day.