Hands On TEAM BUILDER


Building Harmony in a Hybrid World


> The pandemic normalized working from home like never before. In the floral industry, remote work isn’t always possible, but when it is, managers and employees must work together to ensure a successful arrangement. At Smithers-Oasis, a leading


manufacturer of floral foam and floral design tools and accessories, staff have the option of working from home or being in the office while all factory and distribution center positions are on site. “Most staff choose a mix,” explains Anne Stewart, vice president of Smithers-Oasis North America. For instance, the finance team is in office on Tuesdays and Wednesdays. Ensuring that remote staff have opportunities and connections to


those in the office has been the com- pany’s biggest challenge, Stewart says. They’ve largely resolved the issue with a hybrid model: Departments have specific in-office days, with most if not all staff participating. Those that are 100% remote, like regional sales staff, stay connected via in-person and virtual meetings. In comparison, Lafayette Florist in


Erie, Colorado, has only one remote employee, its marketing and wedding coordinator. Lafayette’s financial officer, Lori Wheat, AAF, points out that the shop has different expectations for remote workers. For instance, managers like Wheat


must trust their at-home employee to work independently; conversely,


the employee must showcase strong work ethic by going the extra mile and developing a special skill set. “She sets herself apart from her


peers by building skills like being proficient at website management, for example,” says Wheat. “She even takes virtual classes on her own time for personal growth.” Flexibility comes into play as well.


The coordinator must be able to meet with a bride on the weekend if need be, and Lafayette must be equally flexible about mid-week doctor’s appointments. Ultimately, communication is key.


Lafayette’s remote employee commu- nicates weekly with her management team and works off a list of objectives. She also has scheduled work hours, with her own office phone and a cell phone for texting. A weekly manager Zoom meeting is used to discuss anything not easily covered by email, text or phone. Some resentment among in-office


staff is inevitable, but talking through the situation goes a long way toward avoiding conflict. “It is human nature to want something someone else is doing,” points out Wheat. “In-store workers would love to stay home, but it’s not realistic in most cases. We are a retail store. The best we can do is make sure our in-store staff works as a team to allow time off and help each other cover shifts.” Complaints of unfairness can be


avoided by being very clear and open about goals and expectations. “We have to keep talking to each other about the importance of all positions,” Wheat says.


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FLORAL MANAGEMENT | March/April 2025 | WWW.SAFNOW.ORG


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