To ensure a successful hybrid workplace, consider the five critical points below and evaluate how you, your team, and your executives are doing and what changes might be needed.
We hear too much generalization. These are trendy statements: "You don't need people in the office every day" — "The evidence is clear: hybrid work boosts productivity, creativity, well-being, and retention." Yes, both these statements are factual but how it's implemented is critical for success. As they say, "the devil is in the details."
These very general statements help no one. The opposite is the case; it makes it sound obvious that everyone should have total flexibility in their work with no regard for a wide variety in personality, job functions, or space to work from home, family situation, or, say, available good cafes. The pendulum, in some ways, has swung to the other side; before the pandemic, people were suspicious if you worked from home a day or two during the week — now it's the opposite. Your colleagues might wonder if something is "wrong" since you are in the office every day.
Each company, team, leader, and the individual employee must find the hybrid "sweet spot" optimal for their situation to perform most efficiently and create excellent well-being for everyone.
— During my almost 20 years at Cisco, I was part of the creation and refinement of the hybrid operational model for both local and genuinely global organizations. Today, I share this experience through both seminars and personal 1-on-1 coaching. Please don't hesitate to reach out.
These are five points to consider:
1. Start with yourself, your leadership skills, and the company's overall readiness for a hybrid workplace. Do an honest assessment of both yourself and the company. Remember, this is a new work environment for most companies. No one has figured it out yet. It's still a learning process and will be for a long time.
Have you received training and coaching on becoming an efficient hybrid leader? There are many things you must master to be a trusted and effective hybrid leader, and you can not just "swing it."
In the hybrid environment, a leader must be very "intentional" regarding running video meetings, observations, listening, social follow-up, feedback, information sharing, what days a team needs to be together, etc. The list is long, and yes, it's a very complex environment. Don't be discouraged because many are struggling; know that the upside potential for a hybrid team is fantastic.
Just one example, if you are leading a team of, say, 12 employees, there will probably be 12 different opinions on what is the right mix of in-office work and remote work, how many days and what days the team needs to be together, does the whole team have to meet or parts of the team? This is not easy. As a leader, you will be challenged by team members. This is also why it's critical to have top executive and CEO support for the overall hybrid work strategy and a clear understanding of what authority you as a leader have.
It's essential to ask for help when needed. It's also critical that the executive team and CEO make their hybrid strategy clear and communicate that to the entire company.
Consider the company culture. Do you have a culture built on trust and respect with a low threshold to address problems or concerns as you and the team are transitioning to this new work environment? Most leaders will say yes to this question. But we all know that that is not the case within all companies. The company's culture is essential for successfully transitioning to a hybrid workplace.
The CEO and top executives must also "listen" intently to the employees. Do anonymous surveys, sit down and have random conversations, call remote workers, ask how they are doing, and follow up on any issues. There is a tremendous value in having spontaneous informal "listening sessions."
I recommend considering this and then deciding if you and the company are ready for a hybrid workplace. This is the starting point.
2. Consider the personalities of each team member and the function they are performing when planning the remote work strategy for your team. It's not as easy as saying "everyone can work two days home and three days in the office" each week.
Certain job functions such as designing and creative work will require that the team is more together than a team that does "deep dive" market analysis, which requires much research and heads-down work. Also, the personality of the team members must be considered. It will help if the remote employee has a certain self-drive, the ability to focus on their own for long periods, and be a good communicator. Someone who quickly reaches out to team members for collaboration and asks for help when needed.
3. The "home office quality" must be considered for employees working long periods from home. It may feel intrusive to ask about an employee's home office environment, but essential.
Necessary qualities are needed, such as a quiet space, light, and the basic setup of chairs, tables, and work screens. A team leader must have open and honest conversations with each employee about these issues. For example, natural light is essential for humans to function well. Our bodies register the morning light; it wakes us up and starts several brain functions. A modern office building ensures excellent light conditions for all employees. If remote workers sit in a dark place with no natural lighting, they will not be productive over time.
Therefore, I would highly recommend that a written agreement is signed with each remote worker that they have good working conditions at home. Draft a simple one-page document with the requirements listed; each employee must confirm and sign. This will ensure the remote worker's well-being and the company's productivity. If they don't have this environment, remote work might not be suited for that person.
In that case, the cost to the employee for commuting should be considered. The price of gasoline, train tickets, take-out lunches, and even additional wardrobe needed if going to the office every day. At least consider compensation for gasoline or train/bus tickets.
4. An effective execution model for a remote team is critical for its success. By execution model, I mean how you structure the formal meetings, social meetings, and daily interactions. Who and when are the different team members required to be in the office? For example, the weekly team meeting is "sacred" and held at the same time every week with a set agenda; everyone must participate and be on time.
It's essential but not easy to implement this in a remote team. As a leader, in addition to the formal video meetings, you must frequently reach out to remote workers for "listening sessions" and lead with empathy. Also, a leader must be very observational on video calls to pick up on any issues, tone of voice, or facial expressions that may indicate that there could be an issue. Follow up immediately to fully understand the situation and take the needed actions quickly. This will require a very "intentional" mindset and the leader's active engagement is always required.
This is one area where most leaders need training and coaching. The operations and behavioral model can not be left up to chance. If a leader doesn't have much experience in a hybrid environment, nobody can just "swing it." Ask for help. A top executive or CEO should be aware and ensure the needed training is available — a massive benefit to the leader, the employees, and the company.
5. Constantly review, adapt, and adjust. Be very flexible and open-minded to change and modify quickly if something is not working. To act fast and not let anything fester is of utmost importance. If you sense an issue with a remote worker, it must be taken care of swiftly. You might have to travel or drive to a neighborhood café to meet in person. Do it — essential for everyone's well-being and smooth operations.
Summary
It's highly challenging to lead in a truly hybrid organization, and it's worth the investment in training and coaching because a well-functioning hybrid workplace's positive impact on the company is undeniable and well documented. A personal coach with relevant experience can be of great help and incredible value for middle and senior leaders.
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