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Als zu Beginn der Covid-19-Pandemie in den einzelnen Ländern verschiedene Formen von Arbeitsverboten nach unterschiedlichen Zeitplänen eingeführt wurden, war die Umstellung auf die Arbeit von zu Hause aus für viele Unternehmen ein Schock, da sie sich auf eine neue Arbeitsweise einstellen mussten. Die Mitarbeiter von Lineup haben zwar schon immer global gelebt und gearbeitet, aber wir sind traditionell ein Unternehmen, das im Büro arbeitet, und wir sahen uns mit vielen der gleichen Herausforderungen konfrontiert, auch wenn unser Unternehmen die Pandemie erstaunlich gut überstanden hat. Jetzt, da sich die Welt vorsichtig wieder öffnet und wir mit einer veränderten Technologiebranche konfrontiert sind, habe ich über das letzte Jahr nachgedacht, über die Herausforderungen, denen wir uns stellen mussten, und darüber, wie sich unser Unternehmen verändert hat, um in diesem neuen Umfeld besser arbeiten zu können. 

Manager vs. Macher 

With everyone working from home without the ability to drop into an office doorway for a quick chat, we noticed an incredible increase in video meetings. Though for managers and department heads, this practice of slotting meetings in to chat helps facilitate their direction and organization of other people,?makers have been found to require longer blocks of time to focus on projects. Once we recognized that this was potentially interfering with employee productivity, we implemented meeting-free Fridays. This enables “manager” time to exist throughout the week for us to ask and answer questions of one another and leadership, while also providing space for “maker minds” to deeply focus on tasks. 

Psychische Gesundheit 

Under normal circumstances before the pandemic, we all had our outlets, we could spend time with family and friends, and we weren’t confined to our homes. Compounded with the stresses of a global pandemic and social justice reckonings worldwide,?mental health issues skyrocketed?across the world (the?WHO?and?CDC each issued recommendations?on dealing with anxiety during Covid-19). 

In an effort to provide our employees with a safe place to discuss mental health issues, anxieties, fears, and even just general concerns about work to a neutral party, we partnered with?Sanctus, a company that normalizes discussions of mental health in the workplace. They work with all of our employees, regardless of their location, by providing individual coaching sessions free of judgement. 

Transparenz 

Wir haben schon immer monatliche unternehmensweite Zusammenkünfte abgehalten, um alle über unsere Fortschritte, Neueinstellungen und spannende Produktentwicklungen in den verschiedenen Abteilungen zu informieren. Als wir dazu übergingen, diese Treffen online abzuhalten, öffneten wir ein anonymisiertes System für Feedback zu diesen Treffen. 

I will admit surprise to the results: our employees wanted more transparency. They don’t always want to hear about the wins, or what may seem to them to be repetitive announcements about how all is well. For the better, I think, they wanted a real overview of how we were all handling the ups and downs of the pandemic, how our business partners were coping, and a deeper understanding of decisions that were being made. This ethos of embracing failure and discussing mistakes to move forward and do better has always been our company ethos when it comes to product development and deployment, but now we’re applying it to our company-wide communication. Though surprising, I welcomed this feedback and our meetings now have switched their focus to a more transparent, collaborative tone that I think benefits us all – because we’re?all?always learning.? 

Schwerpunkt 

Leadership at most companies expected a shift in focus when our employees moved to remote work, but at Lineup that shift lent itself to even more productivity (we launched our new?subscription management software, Amplio, in early 2021) and innovation in how we structure the company, function within our partnerships, and even how we talk about our products. We’re learning from mistakes and pushing boundaries in the industry, and I think some of that credit goes to employees being given the opportunity to work in a way that works best for them, even under the circumstances.? 

Vertrauen 

My final lesson from this unprecedented year and a half: trust your employees. 
Providing employees with the ownership and resources to do their jobs and do them excellently – which is the reason you hired them – gives you both the opportunity to trust, and push the needle for your company.? 

Fast ohne Vorankündigung und unter schwierigen Umständen haben die Mitarbeiter von Lineup ihre Arbeitsweise sowohl als Einzelpersonen als auch als Teams grundlegend geändert, um ihre unglaublichen Innovationen fortzusetzen und das Unternehmen ohne den traditionellen Rahmen eines Büros voranzubringen, und für diese Lektion bin ich besonders dankbar.

Lineup

Lineup Systems is the world's leading provider of media sales technology, representing over 6,800 media brands globally, including Gannett/USA Today, New York Times and News Corp. Amplio is Lineup's multi- channel audience monetization solution that helps media companies realize their full reader revenue potential, using data-driven intelligence to engage, nurture and monetize readers with personalized offers that increase reader revenue and reduce churn. Adpoint is Lineup's end-to-end multi-channel media advertising sales solution that helps media companies streamline operations, make better use of data, increase efficiency and boost revenue.