People have responded very differently to the new working arrangement. While some revel in a virtual environment, some are out of sorts. Yet some longer for their desk, but detest the commute and such. The range is wide. And it is precise because people have different learning curves for the new arrangement it is imperative for the management to build trust, be empathetic, and then empower.

It wasn’t unnatural for Charlie to yell at his team. The moment he felt that there was something not going along with “his” opinion, his volume would increase. Charlie preferred his own opinion over any of the others’. He had grown up the ladder. Young and passionate, he delivered numbers easily and the next rung was easily his for the taking. Now, almost after 15 years with the same organisation, Charlie was closed to new learning.

Harry was a leader, alright. He had the biggest cubicle on the floor, and a secretary to help him with his day. You had to have an appointment to see him and if Harry wanted to meet with you, it was always with a sense of impending doom that you went to see him. Given the way he positioned himself, and sealed himself off in his space, he was a self-appointed disciplinarian and a stickler for policies.