There is an expectation management piece here: not all businesses want or are able to embrace flexible working in all its forms.
When you say flexible, do you mean:
Ultimately, most organisations will want to provide some sort of framework around their approach to flexibility, to ensure consistency of approach.
The unfortunate side-effect of this, of course, is that the moment you put a framework in place you inevitably lose some of the flexibility.
That might be a price worth paying, if the framework delivers comfort and an oversight mechanism to leaders whilst also providing enough flexibility for the workforce.
Flexible work isn’t just for parents – it’s for anyone seeking better balance, wellbeing, and fairness at work.
Common misconception
Social justice dimension
Irony to note
The very managers who resist flexible work are often the ones who later wish for part-time arrangements themselves.
In addition to identifying and critically challenging the assumptions and beliefs about those who do, or wish to, work flexibly, flexible working needs the following to be able to thrive:
Awareness
Many employees, managers, and employers lack awareness and understanding of the legal framework around flexible working. Managers and employees are also often unaware of their employer’s policies and procedures governing flexible working – these important artefacts therefore require promotion.
Training
Managers often need support to think “outside the box” about what flexible working might look like, and how it could benefit their teams, rather than having a blanket approach rooted in the view that “we can’t allow this because it will set a precedent.”
Senior leader role modelling
If, when you look up, all you see are people who work full-time (and then some) and who never speak about their lives outside of work, flexible working may remain a taboo subject. They need to set the tone, so people are confident that flexible working is not just allowed, but is embraced and supported.
The challenge
Many still doubt remote work:
The core message
The reality
Key takeaway
Effective flexible working depends on capable line managers who can balance the needs of both the business and individuals.
The role of line managers
The need for support
Flexible working only helps if people know it is on offer. Make it visible to candidates and employees alike.
1. Job advertisements
2. Internal campaigns
3. Employer branding
Key takeaway
Don’t whisper about flexibility – make it a visible, celebrated part of who you are as an employer.
Some leaders will need a robust evidence base in order to feel comfortable in supporting flexible working. Some research you could do might include understanding:
Office return decisions should be made carefully to avoid financial losses, legal exposure, and damage to the company’s reputation.
1. Be cautious with mandates
2. Challenge leadership assumptions
3. Consider key factors
Key takeaway
Forcing office returns without strong justification can harm morale, increase turnover, and expose your business to unnecessary risks.
Almost any role can be made flexible – even in industries where it seems impossible.
Example: Wickes (home improvement retailer)
Key learnings
Core insight
The long-held myth that managers must always be on-site is false.
When leaders step back, they empower others to step up.
Co-Founder & Director
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