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Jul 8, 2023

How the Smartest Companies Are Giving Employees the Freedom They Crave

tags: leadership,business,decision making,wise decision making,leadership development,cognitive bias,decision-making process,leaders,work from home,hybrid work,remote work,flexible work

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The workplace is undergoing a massive transformation. As technology enables more remote and hybrid work, flexibility has become crucial for both companies and employees. I recently spoke with Karen Cho, Chief Human Resources Officer at Designer Brands, about her company’s pioneering transition to flexible work.

The Flexibility Benefit

Cho has seen firsthand how flexibility benefits both companies and employees. For employees, it means greater work-life balance, increased productivity, and access to more opportunities. They can avoid lengthy commutes and work hours that best align with their energy and priorities. Employees who want more flexibility are often extremely driven and adept at managing their own time.

For companies, flexibility opens up a larger talent pool, leads to higher retention, and cuts costs. “If we require employees to relocate or come into an office every day, we lose access to highly skilled, diverse candidates,” Cho says. “When people have the flexibility to do work they love in the way they want, they tend to be incredibly loyal and productive.”

Cultural Shift Required

However, embracing flexibility requires a cultural shift. Cho says flexible companies focus on results over hours spent at a desk. They also invest in digital infrastructure and managerial training to build trust and effectiveness in dispersed teams. Managers must adopt a “situational” leadership style, tailoring their approach to individual employees and tasks. Regular check-ins, clear expectations, and performance management based on output rather than hours worked are key.

Cho’s words resonated with me: that’s what my clients find when I help them transition to a flexible return to office and hybrid work. Focusing on a culture of “Excellence from Anywhere” rather than “butts in seats” and measuring performance in a transparent manner is the key to the future of work.

“Leading teams remotely requires different skills,” Cho says. “Not everyone needs the same level of involvement or craves the same type of interaction.” Surveys and one-on-one conversations can help determine what motivates each employee. Some may crave more social interaction, while others prefer less. Effective flexible managers adapt to these needs and preferences.

For Cho, the future is clear. “Flexible work is an evolution, not a fad. The traditional office will continue to evolve to meet employee needs, as coming into the office will be by choice, not requirement.” She believes virtual interactions can be even more meaningful than in-person ones. Video calls where everyone turns on their camera help create a sense of equal presence and participation, no matter where individuals are located.   

Learning to Let Go

Cho recommends starting with a pilot program and learning as you go. She already allowed some HR staff members who experienced major life transitions to work full-time remotely before the pandemic in order to keep them in the company. In fact, she worked remotely as an employee at Apple for 11 years before coming to Designer Brands. So she had a basis to build on before the pandemic.

The sudden remote shift was still very hard. “We didn’t know how it would turn out, so we listened, learned, and course-corrected along the way.” Surveys, focus groups, and employee feedback have been crucial to Designer Brands’ successful transition. When the pandemic forced Designer Brands to shift to remote work, they found employees were just as productive, if not more so.  

An internal survey revealed that 96% wanted to come to the office no more than one day a week even after offices reopened. Based on this enthusiasm, they decided to hire for fully remote roles and not require remote-capable employees to return to offices full-time. “Coming into the office is now by choice, not requirement, and people choose to come in when they want to connect with colleagues or clients face to face,” Cho says.

Redesigning for the Future

They have also redesigned their offices to better support flexibility, adding more collaborative spaces and technology that enables hybrid meetings, with some attendees in-person and some remote. “The technology in our conference rooms now allows everyone equal participation, whether they are physically present or not.”

The future of work is flexible, and the companies that embrace this evolution will thrive. As Cho says, “The future has already arrived for those with the courage to embrace flexibility and trust their teams.” With the right mindset and tools, any company can make a successful transition to flexible work. The benefits are well worth the investment in cultural change and digital infrastructure. 

Flexibility, it seems, is the new currency of work, and one that will only gain more value over time. Employees want more autonomy and control over their schedules, and technology has made that possible. While the transition requires substantial effort, flexible work leads to a more engaged, productive, and innovative workforce.


As businesses compete in an increasingly global talent market, flexibility may well be their key advantage. The companies that welcome this “new normal” will be poised to attract and retain the top candidates of the future. For any organization, the question is not whether to embrace flexible work but how quickly and comprehensively they can do so. The future of work has arrived, and it is flexible in more ways than one.

Key Take-Away

Embracing flexible work benefits both employees and companies, leading to greater work-life balance, productivity, and retention...>Click to tweet

Image credit: Andrea Piacquadio/Pexels

Originally published in Disaster Avoidance Experts on May 14, 2023

Dr. Gleb Tsipursky was lauded as “Office Whisperer” and “Hybrid Expert” by The New York Times for helping leaders use hybrid work to improve retention and productivity while cutting costs. He serves as the CEO of the boutique future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote the first book on returning to the office and leading hybrid teams after the pandemic, his best-seller Returning to the Office and Leading Hybrid and Remote Teams: A Manual on Benchmarking to Best Practices for Competitive Advantage (Intentional Insights, 2021). He authored seven books in total, and is best know for his global bestseller, Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters (Career Press, 2019). His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Forbes, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, and elsewhere. His writing was translated into Chinese, Korean, German, Russian, Polish, Spanish, French, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio. In his free time, he makes sure to spend abundant quality time with his wife to avoid his personal life turning into a disaster. Contact him at Gleb[at]DisasterAvoidanceExperts[dot]com, follow him on LinkedIn @dr-gleb-tsipursky, Twitter @gleb_tsipursky, Instagram @dr_gleb_tsipursky, Facebook @DrGlebTsipursky, Medium @dr_gleb_tsipursky, YouTube, and RSS, and get a free copy of the Assessment on Dangerous Judgment Errors in the Workplace by signing up for the free Wise Decision Maker Course at

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