Return to Office

I've been working full-time remote since 2012 so my perspective on the recent, Return to Office debate may differ slightly than those newly choosing sides in what has seemingly devolved into the classic, "us versus them" mentality. As usual, both sides don't seem to be working with a full set of rational, nuanced arguments, rather the tried-and-true appeal to emotion which supports their conclusion. But that could be just me.

Most will acknowledge a "one size fits all" policy isn't the saving throw its meant to be, but I wonder how many really consider the numerous, intricate parts which compose the integrated working ecosystem. I usually focus on personality types as one of the strongest indicators of how to craft an efficient landscape. Those in other positions of responsibility may place their focus elsewhere - which is absolutely necessary, unless it excludes any number of other disparate, moving pieces required to make it work. Back in the heyday of the DotCom boom, companies were using their newfound influx of cash for psychology-based training sessions meant to improve business-growing client relationships - many of which revolved around Myers-Briggs Type Indicator (MBTI). MBTI assisted Corporate in helping us identify our unique personality types along with telltale signs of those with whom we interact - and more importantly how to communicate between the two in hopes of improving client-facing interactions. The DotCom boom ended, we started seeing our own internal business units as customers, yet we've lost those lessons along the way.

Intimate is not a word many suggest in describing the professional workplace, but given healthy corporate environments propose and encourage the majority of its underpinnings through published Mission Statements and Values, perhaps it's time. Intimacy is composed of dialog, transparency, vulnerability, and reciprocity; things we celebrate in a diverse workplace in order to increase efficiency, success, and ultimately the bottom-line. Breaking from the connotation of word, many of the most intimate relationships we have can be with our colleagues, co-workers, and other departments in a synergistic push for excellence. By better understanding how individual personality types fit specific needs, we can facilitate smoother interactions for a more streamlined deliverable.

I wouldn't be surprised to discover how many on my small team probably fall somewhere on the neurodivergent spectrum (myself included), which is no doubt partly responsible for our successful working paradigm. Despite the fact we've all been working remote for a decade, the pandemic game us the tools to solidify our routine (something else at which the neurodivergent can excel). I host a remote session every morning for the duration of our day where we effortlessly collaborate, innovate, troubleshoot, decompress, discuss, and brainstorm innumerous issues which arise. We drop off for individual meetings and add others to the call for holistic engagement when needed. We train together, celebrate together, and grieve together, but in that experience, we are stronger together. We play to each other's strengths and compensate for each other's weaknesses; the intimacy within our group, so to speak, helps us overcome the otherwise insurmountable. We are stronger as a remote team than we ever were onsite.