Leading successful hybrid workforces

I have been doing considerable research for clients on how to move to and embed new ways of working for a hybrid workforce. Here are some of the key insights from that work.

Leaders and employees have successfully embraced remote working in general but are not prepared to completely abandon the office. Over the length of time we have been locked down, people started to feel isolated and disconnected and started craving belonging and connection. It is going to require though a complete rethink of what work can be done at home (or anywhere) and what work would be best suited for the office.

Employees generally feel remote work has led to an increase in their productivity and less distractions, but this was not an equal experience for all. The newer and younger employees have expressed a greater need for in person work and training having started their careers and only met people in the remote space. 

The typical challenges you can expect as a leader and team member include:

• Unintended differences between remote and in office team members with regards to leadership and promotion opportunities, inclusion in decision making and recognition.
• Employees also want to return to the office at a slower pace and for fewer days than what employers want.
• There is a disconnect between what employers think office space should be for – productivity and client interactions – and what employees think it should for – collaborating and accessing equipment and documents.

Advice for leaders of hybrid teams tend to focus on the following:

• Set out the purposes of remote and office work. Rethink tasks and meetings.
• Create clear team norms and communication guidelines.
• Focus on relationships.
• Make sure meetings and collaboration are inclusive of remote and in person colleagues – tools like Mural and Miro have helped with this.
• Be as transparent as possible. Teams feel comforted knowing that you are not ignoring issues. As questions come up, answer them as honestly and as fast as you can. Surface concerns early on.
• Survey people regularly to co-create this new way of working. Explain that is an experiment where you are all learning together and improving and iterating.
• Take care of your own and others’ physical and mental wellbeing. Manage fatigue and intentionally reconnect people and reenergise them.
• Be a radically human leader.