Remote Work: It's not me, its your company culture
by Kelly Lewis, Vice President at TurnkeyZRG
Teacher Appreciation Week is May 8-12, 2023 (PLEASE GET YOUR TEACHER GIFTS), and this year, instead of receiving hugs and thank you from my kiddos and their families, I am reflecting on my time in the classroom and how those many lessons directly relate to our current work culture. As an educator, you are taught that the culture that matters the most is the one in your control; this signifies that no matter the ZIP code your school is sitting in or the type of institution you work, there must be an unwavering inclusive commitment to the people we set out to serve every day. I would dare to say the same commitment is expected of the CEO of companies. Yet, this message has become lost in a consumer-centered workforce.
The greatest asset of a company is its people. People drive culture, which drives impact and revenue. The employee experience and curation of positive culture are issues I have talked about for several iterations of this news column. Alas, I have seen CEOs, some inside and outside of sports, act in direct opposition to the topics DEI and HR leaders have shared for years.
For example, the CEO of JP Morgan Chase declared a return to office mandate, resulting in employees expressing concerns. Standing firm in his stance, he sent a memo titled "The importance of being together, because 'some people weren't following the rules.’" Similarly, Clearlink CEO suggested that because dozens of employees at his company "didn't even open" their laptops for a month, and his belief that only the rarest of full-time caregivers can also be productive and full-time employees at the same time, a return-to-work mandate is now in effect.
These CEOs’ decision to punish an entire group for the behavior of a few is a mistake. Despite this common strategy in sports and military settings, collective punishment does not promote a stronger sense of cohesion. The philosophy that the whole group taking responsibility for each individual's actions will lead to a closer-knit group is false. Using the classroom as an example: collective/group punishment techniques create resentment among students. It can enforce bullying and illuminate an inconsistency in the selective punishment of bad behavior. This decision would cost teachers their influence and credibility with students, and research proves the same can be said for organizations.
Full returning to the office and unclear hybrid models are topics that are driving some of the most contentious cultures in organizations and industries. LinkedIn says,"iIn the US, pre-pandemic, just 2% of jobs on LinkedIn were listed as remote. That number peaked at nearly 20% in April 2022 and is now back to 15%." Interestingly, remote jobs attracted more than half (51.5%) of all applications; there is an overwhelming interest in remote work from those with underrepresented backgrounds (women and people of color).
Remote jobs are a prevailing answer for companies who seek to diversify their organizations. According to the Harris Report, women and people of color are generally happier working from home. Women with childcare responsibilities were 32% less likely to leave a job if they had remote work options.
Linkedin noted that since the pandemic, there has been a 20% year-over-year increase in the share of women applying for remote jobs. From January 2019 to October 2022, the percentage of Latino and Black Candidates applying for remote jobs increased by 16% and 17%. Consequently, we saw a 10% increase in women, 24% in Black, and 5% in the share of Latino candidates landing jobs. Tech giant Meta reported, "US candidates who accepted remote job offers were substantially more likely to be Black, Hispanic, Native American, Alaskan Native, Pacific Islander, veterans and/or people with disabilities."
Regarding sports and remote work, I have found a similar trend to send folks into the office or completely disregard the benefits it has on teams. From the assertions of our job requiring us to be in the ballpark/arena/stadium or referencing the team culture potentially suffering, or this is how things have always been done, we have unintentionally undermined our employees' desires and diversity commitments and strategies. However, some teams are leading with the intention of remote work, notably the Orlando Magic.
In last week's SBJ, Bill Sutton wrote an excellent article titled "A remote sales staff? It's working in Orlando with a creative approach." Bill, a former executive, and Consultant of the Orlando Magic, sat down with Chris D'Orso, SVP of Sales and Operations, to discuss the realities of a remote sales team. Before we jump into these findings, I want to provide some context. The Orlando Magic have been thinking about people differently; between their internal innovation lab and embedded DEI practices into every facet of the business, they are pushing the envelope on what it means to be a sports team.
Chris has been at the organization for 33 years and 32 of which are directly tied to ticket sales. One would assume this tenure level would lead to a relentless belief in knowing how to do things the "correct" way. Ultimately, I believe his tenure shows why he has been successful; his willingness to think differently, embrace change, leverage technology, and place his team's needs at the forefront.
Bill and Chris's conversation refreshingly answered all potential hesitations associated with remote work in sports.
Concerns about your team and how a team performs?
The new sales team mentorship program. Allowing our newer sales associates to access the senior members of the sales team intentionally and beneficially. It also allowed the senior seller to obtain management experience by assisting in developing new members.
How has working remotely altered your approach?
They use cell phones and a texting platform that allows for a personal touch with customers, including photos and videos.
What are the best and worst things about a remote ticket sales team?
Culture and Recruitment: Assisted in recruiting new team members, increased staff morale, and significantly impacted work/life balance.
Cost Saving: Eliminates the commute and daily costs such as parking and perhaps eating out for employees.
Productivity: "We have exceeded past sales records from pre-COVID levels while setting records in the sale of new full-season, partials, and premium plans along with group sales for the 2022-23 season."
Increase Trust: "If a team member is not hitting their expected sales metrics while working remotely, we didn't want to ask them to come into the office and work to be viewed as a punishment. Thankfully, we have seen the team adapt and evolve, and if they haven't been successful remotely, they are coming in voluntarily to meet with their manager for training and assistance.”
The Orlando Magic have proven that even our most traditional departments are finding success in remote work. Imagine the outcome if this workplace ideology was adopted in each team, league, and union. How many more women in sales roles would we see? What percentage of people with disabilities would see sports as a viable industry? Could we see substantial growth in Black, indigenous, Latin/Hispanic, and Asian Pacific Islander populations? And how beautiful would it be to see an overarching culture that safely encourages flexibility, builds trust, and values people while not sacrificing productivity and connectivity? Bill's article and the Orlando Magic have shown remote work in sports seems to be remotely possible.
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Founded in 1996, TurnkeyZRG is a highly specialized talent recruitment/executive search firm filling C-level, senior-level and mid-management level positions throughout sports, entertainment and media. Over the past 25 years, TurnkeyZRG has filled more than 1,400 positions throughout sports, entertainment and media. TurnkeyZRG helps teams, leagues, stadiums, arenas, theaters, college athletic departments, events, sponsors, agencies, media companies, private equity companies and other clients identify, recruit and hire the very best management talent. Turnkey now benefits from ZRG’s global footprint, full array of industry practice groups, data-driven, analytical search tools, and technology investment in changing the way executive search/talent recruiting is done. TurnkeyZRG becomes a tech-enabled disrupter of the prior executive search model.