Flexibility, in part, is adapting work in ways that allow for the greatest productivity by taking into account individual differences.

Research shows that employees are healthier, experience less stress, and are more productive and engaged when they effectively make choices about how, where and when they work. One way to do this is by responding to individual "work styles."

I'm not necessarily advocating for one work style over another -- this is just an area where many employees are asking for flexibility, and it's difficult for leaders to give.

Consider John, who is on the road a great deal to accomplish his work, but is expected to put in significant "face time" at the office. He does work on evenings and weekends, and commutes into the office even when much of his work could be done remotely.

John loves his work and is willing to put in long hours to be successful. But juggling everything has become very stressful, and he would like the flexibility to work from home occasionally or travel during the work day or take a longer lunch to exercise at the gym. These changes would suit his preferred work style, giving him more energy and strengthening his commitment to his work. But to do this consistently and confidently, John also needs reassurance from his boss that he's a valued employee and that face time is less important than results.

How flexible could you be with John? Perhaps it's not your decision, or maybe it is; or possibly you could influence such a decision. How do you even go about determining what flexibility is appropriate?

Consider four key components:
 

1. First, focus on results that matter. Many managers worry that employees will take advantage of flexible arrangements. Or they don't know how to be both flexible and fair. The key is to establish a work culture that focuses on the results that matter most for the business. Of course, this requires you to clearly understand your organization's goals, be a good communicator of your expectations and define results accordingly.
    
2. Second, personalize it. People work effectively in different ways. Some employees may want to blend their work and family roles; others prefer to keep them separated. For example, some will view working while on vacation as a stress-free way to stay on top of things. Other employees will find working on vacation as a stressful intrusion and it may contribute to burnout. As a boss, your role is to help employees mesh their preferred style and needs with their work reality.
    
3. Third, let there be choices. Rather than fighting for your employees' time and attention, seek out ways to give them more choice in how they control their working time. Studies show that a greater sense of control leads to greater engagement at work.
    
4. Fourth, involve others in managing work processes. Great managers set up supportive work-life systems and processes. They lead individual and team conversations to empower employees to speak up and feel accountable for the way work gets done. This requires moving from a paternalistic management style to one that helps employees feel accountable for coordinating work to enable flexible working. With freedom comes responsibility - and new ways of working in organizations.

(Partial content adapted from Center for Creative Leadership, August 2011)