Why versatile working must be the usual for artistic firms as we speak

The coronavirus pandemic has forced many companies to fully adapt to flexible working. Tanya Livesey explains why this should be a mandate for creative companies

"If we can use people's newfound energy to create something bigger and better than before, we can leave the worst parts of the job behind to create a better normal for all of us." David Rock, CEO of the NeuroLeadership Institute

We have achieved more in the past five months in terms of working flexibly than in the past five decades. Since the concept was first introduced in the 1970s, barriers have been consistently overcome by more traditional executives, but by locking we have overcome them for good – in no time at all.

It's not that flexible working hasn't gained in importance in recent years. The truth is, there was still significant stigma attached to it prior to the lockdown. Unfortunately, it was believed that reduced or flexible hours were largely the domain of working mothers, with a touch of little career ambition, while remote working was seen as "likely evasive" and was only granted to their most trusted team members.

But even for the most cynical employers, before the pandemic, it was evident that our pace of work was unsustainable. With our teams bearing the brunt of the over-procured fees and tight margins, their health, wellbeing, productivity, and creativity have been stretched ad-hoc. Something had to change. Then the universe entered …


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