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Too many employers are still trying to structure flexibility and remote work around their existing team organisation and leadership practices, when it should be the other way around, according to an advisor with 20 years' experience in the field.

Rushed, forced, ad hoc and experimental adoption of remote work during the pandemic left many employers and leaders "tarnished" by the experience, but the problem wasn't remote work itself, says remote work consultant Lisa George.

The inability to plan and restructure appropriately, coupled with a "massive leadership skills gap" meant the way many employers went about it was less than ideal; but by taking a different approach, employers – and employees – can expect different results.

Structures should be based on trust and enable flexibility, autonomy, and connection, George tells HR Daily. The biggest mistake she still sees is an unwillingness among leaders to trust their people, resulting in micromanagement and monitoring that breeds further distrust, making employees less likely to get the job done, not more...