Leadership Lessons from the Ticking Clock: Navigating Polarized Perspectives

It’s one of these mornings. I feel drowsy and moody. 

My pantagruelian breakfast just wasn’t enough to satisfy my changing appetite.

My response times and alertness are way off.

Before you start calling 911, let me reassure you. My diagnosis – like for millions of people – is just a disrupted circadian rhythm.

It happens twice a year when we switch between standard and daylight saving time.

And each time, a debate is rising over the pros and cons of a policy established more than a century ago in some world regions.

You might have noticed that I’m not a fan of that time change. Yet, whenever the conversation starts with its promoters, the same arguments are thrown at me – a potential boost for local economies, reduced seasonal affective disorder, and even the good-old “energy saving” story.

But why is this debate still going on? What do some states like Hawaii and Arizona or countries like Iceland or Russia have that others don’t?

It’s an interesting situation! One can find facts to feed or counter both parties. And, although I’m no politician or policy-maker, properly handling it presents fascinating similarities with many regulations or complex challenges found every day in corporate businesses.

Take workplace flexibility policies, for instance: the debate over remote work and flexible work arrangements is analogous to the one over daylight saving time. Some argue that remote work policies should be permanent because they offer work-life balance and reduce commuting. Others raise concerns about productivity, collaboration, and social isolation.

So, how should leaders tackle such polarizing situations?

Here’s a framework I’ve seen business leaders I admire adopt when designing new policies. It required leadership to keep an open mind toward an outcome that might not meet their personal preferences and strong discipline in following each step.

1 – WE DEEPLY STUDY THE CONTEXT

It takes much work, but we distill any so-called best practices and the actual reasons they work – or not. Along these lines, we dig into what makes us different from others and challenge our assumptions. We understand both the universal and our uniqueness.

Along these lines, Iceland and Arizona weighed the challenges of not being fully synced with other zones. They made similar decisions to stick to one time, yet for very different reasons. Arizonans were not OK with another hour of scorching heat during the active part of the day. In comparison, Iceland’s considerable variations in daylight and darkness made daylight saving time less relevant.

2 – WE ARE FAIR AND INCLUSIVE

It can be tempting to create a two-tiered system where employees – or citizens – are treated differently. That’s a potentially dangerous game. So, we ensure everyone has equal opportunities. It also means we take any customization with a grain of salt.

Some situations allow a customized approach, like with employees who shine at remote work. In contrast, others may benefit from flexible hours if you give them the option. But in other cases, a one-size-fits-all is the best choice: it’s hard to allow a different timezone for people within the same region, for instance.

3 – WE TEST AND MEASURE

When views are polarized, bringing in new facts to build alignment is not a bad idea. So, we implement trial periods for our new policies to assess their impact and acceptability. And we collect feedback based on real-life experience to help drive future adjustments.

With that, we establish clear performance metrics and goals for these new policies, paying specific attention to employee satisfaction, productivity, and overall performance. Then, we adjust the guidelines as needed to address evolving needs and challenges.

4 – WE MASTER OUR COMMUNICATION

Open and transparent communication is key. So, we explain to all stakeholders why we reached a particular conclusion and how it aligns with our goals and values. It also means offering training and support to anyone on the communication chain – managers and employees alike.

Communication is a two-way game. We build regular check-ins with everyone involved. It is where many leaders fail by not fostering a sense of belonging. So, we hop on those team meetings and leverage formal and informal settings to keep everyone engaged and connected.