Trust is the key to our flexible model of work

In the days before the pandemic, our agency, Simon/Myers, spent 3-4 days together in the office, while the other 1-2 days were flex/remote. As a marketing consultancy that does both analytical and creative work, the flexible model was highly productive.

We created an efficient web of interconnectedness that allowed us to know what the agency needed to move projects forward. We had excellent communications, robust technology and integrated processes. Bottlenecks and issues were quickly identified, dealt with and resolved.

But let's be honest, it wasn't perfect. For one, folks that needed heads-down work time were often interrupted. Still, when the pandemic hit, S/M was well-positioned to sustain our workflow since we were already working in a hybrid manner.

Productivity spike

Initially, fully remote felt like the future of all work. Individual productivity went up, as folks were uninterrupted and able to do their focus work. And the agency contained "muscle memory" of who we were and how we worked before.

Trust that had been established between team members allowed group productivity to skyrocket. No more commute times. No more water cooler chats. And folks appreciated having good work to do while the world was in chaos.

Productivity went up well over 20%, while we grew topline revenue 35%. What could possibly go wrong?

Rapid growth

To accommodate our rapid growth, we hired 12 new people (making us a team of 27). Other than being virtual, we vetted the new hires as we always had. And we found amazing people that do amazing work.

However, our productivity would soon start to suffer. On an individual level, the stress we were collectively feeling from a suffering world was inescapable. In response to those pressures, we extended "summer hours" and instituted Wellness Days.

Those measures helped with mental health and honestly, we simply accepted we'll need more people during this time to do the same amount of work.

The bigger impact was on the team dynamic. At our size, each new hire is highly influential to the agency. It's exciting to bring in new people, fresh perspectives, and the talents they contribute. We are always better because of them.

Normally after a month or two, a new hire has come to know many of their co-workers - the agency shifts to accommodate their skillset and we move forward in all aspects, including productivity and to an even greater degree, innovation.

That has been a unique challenge the last two years. Although a lack of water cooler chats may temporarily boost individual productivity, it prevents the forming of deep interpersonal relationships.

Ironically the same thing that accelerated our productivity at first became a poison to group efficiency and a shot in the heart to innovation if not mitigated quickly.

Sensing this threat, we've shifted our project team makeup to ensure there are some veteran team members mixed in with new hires. Additionally, we leaned heavily into individual coaching. This weekly, one-on-one coaching has also been instrumental in forming deeper relationships across the agency.

Trust is the key

Each day, month and now year that has passed during the pandemic has presented us with opportunities to hone how we work and how to remain efficient. Today, we've moved into a new phase, where we've doubled down on investing in one another, and as a result productivity is improving - not to mention innovative and creative ways to work.

You can't remove the well-being of each person on your team from the equation of productivity. You cannot separate individual productivity from overall team success. And the currency of that success?

Trust.

• Lou Simon is the Principal of Simon/Myers, a marketing consultancy, that specializes in creating branded physical and digital experiences. With offices in Wheaton and Chicago, they work with mid-sized companies to achieve their marketing goals.