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Mobile working is particularly fashionable in the world of business right now. Thanks to wireless technology, laptops, PDAs and the good old Blackberry, thousands of workers around the country are taking advantage of the ability to work any time, any place, anywhere.
A couple of weeks ago BlackBerry users in America lost their web and email connectivity for ten hours. Some users complained of immense frustration and imagined their workplaces grinding to a halt without their immediate input. In reality, business life went on pretty much unimpeded. The only thing that really broke down was those busy professionals addicted to what some like to call ‘CrackBerries’.
Leading psychologist Professor Graham Jones of performance development consultancy Lane4 warns not to get hung up on these gadgets and PDAs, in case they hang up on you.
"The virtual office has revolutionised the way we do business but what about the unwanted side-effects when the line between business and pleasure becomes blurred?" he said.
"Managers may have the luxury of being able to manage their workload whenever wherever, but increasingly they’re losing their grip on a healthy work/life balance."
Today’s mobile manager is never ‘away from his desk’ and whether it’s an evening, a weekend or even a holiday abroad with the family, he or she is expected to be on call to deal with any eventuality. Indeed, it’s not unusual to see people talking on their mobile phones or even typing away at their laptop while sipping cocktails at the poolside. Research by The Work Foundation has found that 30 per cent of Britons are failing to take their annual leave entitlement – and it’s because they’re too busy.
It’s certainly not healthy, and Professor Jones argues that in an age where mobile technology is the norm, the time has come to distinguish some sensible working practices so that not only are managers able to take time out without disturbance, but those who work under them realise the importance of teamwork.
"Working with large national and multinational companies, we often come across workforces who, on realising they don’t have their boss on hand to deal with any queries or problems, seize up with fright," he explained.
"While this may indicate that there is a definite leader amongst the workforce – someone to turn to in times of trouble – there is usually very little sign of teamwork in these environments. Each individual regards themselves as having a job to do without realising that each plays a vital role in achieving a common goal."
Professor Jones says that in a world of mobile work a leader that is successful in generating teamwork and motivation is vital. Regardless of status or position within a company, everyone is entitled to draw a line between their work lives and their home and social lives. This is obviously more difficult to achieve if the place where you live is also the place where you work, but time and again it’s proven that creating this boundary is fundamental to maintaining a level of enthusiasm, morale and productivity.
"Mobile managers must learn to switch off – in all ways. It’s vital to call time on the working day and to switch off your mobile, your laptop and anything else that connects you to the office, even if it’s just at weekends and holidays," said Professor Jones.
"They need to set an example of leaving on time and taking their holidays. They should also create effective hand-over notes and show they trust their staff to get on with the job while they are away by giving them responsibility and not phoning in to check up on them.
"People working in teams and sharing responsibilities means that roles do not become person-dependent. The guarantee is you’ll return to work revitalised and when faced with a sink or swim situation, your employees will thrive when they realise the results they can achieve in your absence when they think like a team."
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