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While this will seem latest since the pandemic, Remote work has existed since the Nineteen Sixties when about 4.7 million Americans worked from home. These numbers fluctuated between 1960 and 2020 (never falling below 2.2 or rising above 4.7 million), when the situation modified dramatically after the outbreak of the pandemic. As of 2021, it is estimated that greater than 27.6 million Americans call their workplace home.
Before the pandemic that normalized work-from-home scenarios, the so-called freelancers were often viewed with considerable skepticism. Seen as unprofessional and unproductive, the stereotypical belief was that freelancers got here to work in their pajamas and fooled around all day long.
Many people in the gig economy have long reported that they are more productive due to less stress resulting from shorter commutes, less supervision and office politics. Without these aspects, people can do what they are paid to do and, furthermore, achieve the much-desired but often elusive work-life balance.
For higher or worse, the pandemic has modified the way we work and even live. Indeed, working from home provides flexibility that commuting to the office does not. However, it also comes with some unexpected challenges, with isolation at the top of the list.
As they adapt to a situation in which a large a part of the team works remotely (sometimes in different countries), organizational leaders manage the productivity of their team members in a different way than when team members were in the office or in the office. One difference is managing and supporting emotional resilience.
Analysis of emotional resilience
The term “emotional resilience” is not a twenty first century bingo buzzword. Dr. Emmy E. Werner, a German developmental psychologist, wrote: testwho followed the lives of 698 children in Hawaii.
The 40-year study looked at the long-term effects of living in chronic poverty with parents whose education was lower than eighth grade. Of the 698 participants, 201 grew up in an atmosphere of constant conflict, which included alcoholism of one or each parents, mental illness and/or divorce. These children were classified as “high risk”.
However, it is price noting that one third of youngsters in this high-risk group grew into competent young adults who demonstrated the resilience to ultimately reach maturity.
Werner found that supportive relationships and individual temperament play a significant role in building resilience. Werner’s work was instrumental in shifting the focus of psychological research from risk aspects to understanding how individuals overcome adversity.
Applying the Kauai Study to Today’s Workforce
Dr. Werner concluded that individuals who are considered emotionally resilient are higher able to cope with their emotions, even during periods of high stress, and are able to focus on solving problems. That being said, emotionally resilient employees are less likely to turn into bogged down by stress while remaining productive and engaged.
Considering how much the world has modified from the Nineteen Sixties to today, it’s secure to assume that almost all of today’s 27.6% of remote employees wouldn’t select this selection, and yet they, like those that selected to work from home, adapted to their “new normality”. Without organic social interactions in the office environment, many remote employees may feel emotionally disconnected from their team and leadership, resulting in lower productivity and reduced self-confidence. That’s why emotional resilience is more necessary than ever.
Buffer is a social media scheduling tool that also provides analytics. In 2021 and again in 2023. they surveyed people who work from home.
A 2021 survey of two,300 people found that while 97% love and recommend the flexibility of working from home, 27% find it difficult to disconnect, 16% have trouble collaborating, and one other 16% feel lonely.
By 2023, Buffer increased the variety of respondents to 3,000 people. Sixteen percent more respondents learned to unplug, and the percentage of those that had difficulty communicating and collaborating dropped by half. The number of people that experienced loneliness didn’t change, and worse still, 21% became lonely and rarely left home.
And these numbers make sense. In remote environments, where communication can seem impersonal and focused more on tasks than camaraderie, remote employees are challenged to prioritize emotional well-being over performance management.
As it happens, emotional resilience should not be expected from employees alone. For remote employees to feel supported, intentional support from management, including clear communication, empathy, and a focus on team connections, is what remote employees need.
So what should a leader or department head do?
Leaders who practice empathy in the workplace build trust and higher communication, which invariably leads to increased productivity and worker satisfaction.
There are many things that organization and department leaders can proactively do to minimize the loneliness and disconnection that many remote employees experience.
Consider regular and informal check-ins beyond work-related tasks. Ask about the well-being of your employees and be prepared for full commitment. One-on-one meetings may help your team feel supported, which is crucial in a remote environment.
Everyone on your team needs to take breaks, but this is especially necessary for people working from home. Prioritizing downtime can go a great distance in avoiding burnout.
Consider how to recreate a sense of community in the office. Virtual team-building activities and recognition events may help build camaraderie and reduce feelings of isolation.
Above all, employees need secure, open forums where they will express themselves without penalty. Consider using anonymous feedback channels or surveys to make sure everyone feels comfortable expressing their thoughts.
Emotional resilience: coming full circle
Dr. Werner’s Kauai longitudinal study revealed that supportive relationships and individual temperament play a significant role in enhancing resilience. The reverse is also true. While temperament plays a role in resilience for many, it is equally necessary to support interpersonal relationships in individuals who do not have the same innate coping skills. By anticipating this and being proactive, you may reduce remote work burnout and increase productivity while instilling trust.