Flexibility Requires Aligning Culture

In today’s rapidly evolving work environment, flexibility isn’t just a perk—it’s a necessity. The shift to hybrid and remote work models has created new opportunities for organizations, but it has also introduced significant challenges, particularly around maintaining a cohesive company culture. In a recent conversation with Mary Post, CEO of the American Academy of Neurology (AAN), and Deanna Ekholm, Chief Human Resources and Diversity Officer at AAN, the importance of aligning organizational culture with flexible work practices emerged as a central theme. Their insights offer valuable lessons for any organization navigating this complex terrain.

Balancing Flexibility with Cultural Cohesion

The American Academy of Neurology, a global professional medical association with about 200 employees, has embraced a flexible work environment that includes both hybrid and remote models. As Mary Post noted, “We have remote staff, as well as employees who work in a hybrid model, with two days in the office and three days remote.” This approach allows the AAN to attract talent from across the country while providing employees with the flexibility they desire.

However, this flexibility also brings challenges, particularly in maintaining a strong and unified company culture. As Deanna Ekholm pointed out, “It's really been an evolution for us over the last four years, a little bit of give and take as we're trying to meet what employees are desiring and what's best for us as an organization.” This balancing act requires a continuous effort to ensure that the flexibility offered to employees does not come at the expense of the organization’s cultural fabric.

The Role of Trust and Communication

A key component of aligning culture with flexible work is building a foundation of trust. In a remote or hybrid environment, where employees are not always physically present, trust becomes even more critical. Mary emphasized this point, saying, “Offering flexible work arrangements is a sign and demonstrates supporting building a culture of trust with your employees.”

This trust must be supported by clear and consistent communication. With employees dispersed across various locations, it’s easy for misunderstandings to arise or for some staff to feel disconnected. Deanna highlighted the importance of transparency and alignment in communication, stating, “Ensuring consistent communication and alignment of messages is important to us. We aim to cascade messages quickly and ensure that leaders are using the same talking points.”

In practice, this means that the AAN has developed systems to ensure that all employees, regardless of their work arrangement, receive the same information and feel equally connected to the organization’s goals. This includes using digital platforms for regular updates, setting clear expectations for performance, and encouraging open dialogue across all levels of the organization.

Addressing the Challenges of Hybrid Work

One of the significant challenges the AAN has faced in its hybrid model is ensuring fairness and equity among employees. The perception of fairness is crucial, particularly when some employees work primarily in the office while others are mostly remote. Deanna acknowledged this, saying, “There isn't one model that works for all...We want to make sure that we continue that conversation and that we continue to evolve as the world continues to evolve.”

To address these challenges, the AAN has implemented policies that clearly define the roles eligible for different work arrangements based on their responsibilities and interactions with others. This approach helps to ensure that all employees, regardless of their work arrangement, are held to the same standards and expectations.

Another challenge is the potential for isolation among remote workers. Deanna spoke to the importance of bringing staff together for meaningful in-person interactions, saying, “We really felt it was important that we not create an environment where staff never have to come together.” To foster a sense of community and connection, AAN organizes regular events, both virtual and in-person, to keep the team engaged and aligned with the organization’s mission.

The Evolution of Leadership in a Flexible Environment

Leadership in a flexible work environment requires new skills and approaches. Mary Post admitted that she has had to adapt her leadership style to this new reality, saying, “I've had to really learn how to lead in this virtual environment, how to lead in this hybrid environment in a very different way.”

Leading in a hybrid or remote setting involves not just managing tasks but also ensuring that employees feel supported and connected. This requires leaders to be more intentional in their interactions, regularly checking in with staff, and providing the necessary resources and guidance to help them succeed in this new environment. Deanna added that the AAN is proactive in supporting its leaders, providing them with tools and resources to lead effectively in a hybrid environment.

AAN’s leadership has also recognized the importance of mentoring and professional development in this new work environment. They have created opportunities for cross-functional collaboration and mentorship to ensure that employees, particularly those newer to the organization, feel supported and can grow within their roles.

Looking Ahead: Flexibility as an Ongoing Evolution

As the American Academy of Neurology continues to navigate the complexities of flexible work, both Mary and Deanna recognize that this is an ongoing process. The organization is committed to remaining adaptable and responsive to the changing needs of its employees and the industry. Mary summed it up well: “I think it's an evolution. We're evolving...But we have demonstrated that we are flexible and we can learn and evolve based on what the environment is asking us to do.”

This flexibility, combined with a strong commitment to aligning culture and maintaining open communication, has positioned the AAN to continue thriving in the years to come. Their experience serves as a valuable example for other organizations seeking to balance flexibility with the need for a cohesive and engaged workforce, and I will be sharing their example with my clients who I am helping overcome the challenges of building a successful hybrid work model. By prioritizing trust, communication, and continuous evolution, the AAN is not just adapting to the future of work—they are actively shaping it.

Key Take-Away

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Image credit: Andrea Piacquadio/pexels

Originally published in Disaster Avoidance Experts

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Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.