Given unfettered liberty, Mobile workers will excel
Employers who look to control mobile workers will meet with the same rejection that belligerent advertisers have encountered with the youngest generations. Smart advertisers have figured out that if they provide an inspiring, relevant message to a narrowly targeted segment then usually the people receiving those messages are receptive. Smart employers are figuring out the same thing. Appealing to mobile workers requires that they provide a targeted mobile work environment with goals that are tailored to the interests of its employees. Mobile workers who are genuinely interested in the subject material and direction of their company will be ultimately productive.
But even when employees are passionately interested, sometimes they like to know that someone cares about their success and that they’re accomplishing what the company is looking for. That’s why it’s important to have regular personalized interaction — live conversations are best if possible. That creates an opportunity for a business manager to subtly check in on progress of key projects without creating a sense of stifling micromanagement.
Periodic personal check ins will help maintain a good relationship, but it’s important to respect that mobile workers are usually good at sustaining a balance between life and work. They’re also tenacious in meeting the deadlines they commit to. That makes it critical for business managers to position themselves as mentors instead of overbearing “boss” figures.
The word “boss” will generally inspire a host of negative impressions with moble workers and most of them hate supervision. Why? Because they are capable of managing themselves without a “boss” reiterating a set of instructions already apparent. Once again, mobile workers are looking for mentors who are willing to assist them with decisions during difficult crossroads. They aren’t willing to accept “boss” figures in their lives. Mobile workers who aren’t able to manage themselves will be easy to spot because the quality of their output won’t be on par with their peers, and project schedules will become haphazard.
Because mobile workers demand so much liberty in their day-to-day routine it’s critical to pay close attention during the hiring process. Most importantly: is the candidate interested in the position and the overall subject material? Generally it’s easy to gauge interest based on portfolio work or other experience that they can talk about in detail.
Once a group of mobile workers gather and the initial excitement of something new wears off, what keeps them engaged? Two things. The first is their initial interest, and the second is a sense of belonging to something larger that’s moving in a direction with purpose. A sense of belonging doesn’t come from business discussions though, it comes from the jokes and quirks that germinate and grow within and in between business topics. Business managers who encourage some jovial interaction in online forums and playful back and forth will see a group of people forgive some of their differences and meld into a team. When mobile workers can lower barriers and relax, that’s when trust grows, which is the case for almost any human.
Speaking of humans, most have them have personal problems. Personal issues in the workplace are fine and they’ve always been present, perhaps just swept under carpets and camouflaged by various idiosyncratic behaviors. As long as other mobile team members aren’t overburdened by a person’s issues and deadlines are still met regularly it’s fine to accept that people are human and that they have problems. Additionally it’s almost impossible to monitor and crack down on mobile workers addressing their personal issues during work hours because they’re especially adept at finding ways around any barrier erected in front of them.
Mobile workers have a lot to offer employers who embrace their prerequisite liberty, and who provide mentorship during difficult forks in the road.
