I’m often asked how I handle requests from employees who want to work from home. Three key questions guide my response:
- Is this person a high performer whose absence would impact our results?
- Do I trust them?
- Have they earned my confidence?
If the answer to all three is a solid yes, I fully support them working remotely. I know they’ll stay committed and continue to deliver results, often with even greater gratitude.
Over the years, I’ve learned that when leaders build real trust with their teams, employees go above and beyond to support shared goals.
But if you are in doubt about these answers to any of those questions, I take a different stance. Approving remote work in those cases can create problems for the team and the business.
The key is for leaders to be clear and confident in their decisions. Unfortunately, many today hesitate out of fear—fear of losing their own jobs—which leads to indecisiveness, a lack of support, and a toxic work culture.
Most of the time, the leaders’ behavior is a reflection of the lack of infrastructure of the company, not offering clear KPIs, consistent methods of performance measurements, and a non-consolidated culture.
Just as people often leave bad managers, they also stay for great ones. Strong results come from engaged employees and a healthy workplace. So, ask yourself: What kind of environment are you creating in your business?
By Erika Molina
