Access to a flexible – and balanced – working arrangement is one of the important fundamentals for supporting the progress of women in the workplace. At managerial levels the two most viable options tend to be job-share or a bespoke flexible arrangement.
In recent years support for job share has been gaining ground. It’s a relatively easy option to implement: it requires little change to a job’s structure, content or working arrangements; and it helps perpetuate the notion that a senior role must be covered full time.
Agreeing a bespoke flexible arrangement is often more challenging. It necessitates a review of the job description and the essential skills required of the post holder. Good HR practice recommends this should be routine every time a post becomes vacant. In fast moving workplaces the job you’ve been doing may only partly resemble the one your successor will undertake. And yet corporate cultures often continue to deny the creative possibilities inherent in many jobs.
It is of course perfectly possible to craft your own quality flexible job – but this requires time and thoughtful analysis. Something which seems to be in short supply in today’s pressurised environments. Two fundamental secrets underpin success. These are: firstly – absolute clarity and secondly – firm boundary management.
Let’s consider the example of the manager who asks to work three or four days a week to carve out some family time. Very quickly she’ll begin to feel exhausted as she tries to cram five days’ work into fewer hours. And she’s likely to end up feeling guilty that she’s not coping and letting her colleagues down. The fundamental reason for this is that she lacks absolute clarity: around her value to her employer and around the key outputs she’s been hired to deliver.
For a flexible working arrangement to succeed we must spend become very clear about the key skills we offer our employer. The ones that make us difficult to replace and that enable our contribution to the achievement of our employer’s objectives. When we identify these we’ll find it easier to craft a win-win flexible arrangement.
We must also become very skilled at managing our boundaries – particularly when it comes to our interactions with what Dr Lorenzo Bizzi terms our network contacts. These are the colleagues with whom we work and the clients for whom we provide a service. It’s not simply about learning to say no assertively; it’s also about understanding how their expectations of our role will have subtle impacts on our task activities. It’s about stakeholder management. We need to stop and ask ourselves “is this really part of my role? Do I need to do it in this way? Do I need to do it at this time?”
Many people boast of being productive by organising themselves with lists. But if you lack clarity about your job’s key purpose or you lack the skills to maintain a focus on that purpose how will you know whether you’re being productive or simply busy?