Many managers see their primary role as preventing problems and potential problems, as opposed to taking risks to maximize performance. Many don’t want to stick out as defying convention or traditional office culture. We need to convince managers that appropriate work flexibility is all upside and no downside.
One way to do this is to provide a plan for how we will maintain or increase performance while working flexibly and for how we will remain connected with colleagues and clients through both personal contact and technology. We also need to propose our flexible work begin as a 3-month trial arrangement, and, if the boss isn’t happy or if there is a work emergency, they can put the arrangement on hold.
Finally, we need to show flexible work is increasingly common even among employers in the most competitive industries (for example, 83 of the Fortune 100 make frequent use of flexibility), and has been shown to be at worst revenue-neutral, and, at best, a win-win for employees and employers. This article can help arm you with facts.