We all know how COVID is changing work, but it is time to stop thinking about "work" in terms of a "job." Our jobs are going to be more fluid and driven less by tasks and much more by outcomes. Add to that disconnection from a core office, and technology that allows anyone to tap into more remote systems and we're entering a time when the very concept of a job will be re-thought.

Speaking of remote work, I admit I started reading this article on building a long-term remote work plan to see how we EBers could influence the process, but I was struck by their process. They start with an ideal end in mind and think backwards on how to achieve it. Have any of you considered what your ideal EB situation would be and worked backwards from there? I might be trying this soon.

Sure, working from home, and the increasing likelihood that is it here to stay, might be great (for some of you). As many candidates want remote work, and remote work allows you to hire the best matching candidate from pretty much anyway, its a chance to really level-up your talent. But there’s a downside: management isn’t always comfortable with remote workers and are distrusting of their productivity. When one company proclaims its love of remote work, many people will see that as a red flag, an excuse to install spyware and implement “always on” expectations for remote. So how will you talk about your remote work brand when there isn’t always a lot of trust in the room?

Three ways leaders can adapt.