John Eades* says with so many employees wanting to continue a hybrid system of work, it is better for leaders to embrace the concept rather than trying to stand against it.
A lot goes into an organisation’s successful transition into hybrid work.
Everything from software and tools to modified office space leases to creating corporate policies around the future workplace, just to name a few.
Research is suggesting hybrid work is not only the future; it’s what most employees want.
In one survey, only 12 per cent of respondents said they wanted to go back into the office full-time.
Nearly half of respondents said they would even take a pay cut to be able to work from home.
The majority of workers (56 per cent) preferred a hybrid working model, allowing them to shuffle between working from home and the office.
However, Chief Executive of Morgan Stanley, James Gorman has doubled down on his stance against working from home.
“I fundamentally believe the way you and I develop our career is by being mentored and by watching and experiencing the professional skills of those who came before us,” Gorman says.
“You can’t do that by sitting at home by yourself, there’s a limit to Zoom technology.”
Many chief executives agree and have planned a total return to the office.
While there isn’t one correct answer, only time will tell if organisations that demand a return to an office will experience the ‘great resignation’ as research and experts have predicted.
It’s essential to note that hybrid work isn’t an option in many industries.
Manufacturing, construction, or warehouse workers need to be onsite to complete the job, as do most healthcare workers.
It’s been estimated that remote work is an option for less than half of the United States workforce.
However, for those industries where work can be done remotely, managers and executives should be trying to enhance flexibility for team members to maintain job satisfaction.
To go a step further, what is most important is for managers to choose leadership because that is what’s required in the hybrid world of work.
Unfortunately, we have too many people in positions of authority who aren’t choosing leadership.
Hybrid work brings complexities to managers they have rarely experienced.
While it’s far from easy to lead a team when everyone is in the same situation, there will undoubtedly be times where half a team is in person, and the other half is remote.
Since hybrid work is what most employees want, it’s likely here to stay in some form or fashion for years to come.
If you are going to choose to lead and not just manage your hybrid team, here are a few best practices to help you.
Drop judgement and embrace empathy
Everyone’s situation and how they work best won’t be the same.
To pass judgment on employees for being lazy because they don’t want to return to the office full time is awful leadership.
Some people have fallen in love with not sitting in the car for hours each day, grabbing a quick home workout during a break, or interacting with their family more.
Reject the temptation to judge employees who are highly successful working remotely and who prefer to keep scheduling flexibility.
Instead, embrace empathy. Put yourself in your teammate’s shoes and act differently because of it.
Suppose traffic and commute are a problem, schedule critical meetings mid-day to allow team members to come into the office after rush hour.
If culture and teamwork are an issue, schedule an offsite at a destination hotel to reconnect the team and strengthen relationships.
The point is to devise a strategy that allows employees to maintain the flexibility they have come to love.
Clarify hybrid work standards
A standard is defining what good looks like.
It will be tempting to lower the standards since the team will be in and out of the office.
I urge you to reject this temptation and instead maintain or even raise the standard.
An example of an excellent hybrid work standard includes a standing weekly team meeting where everyone is an active participant.
Or a bi-weekly one-on-one meeting with every team member to focus on growth and development.
Or a biannual in-person meeting to focus on skill development, strategy, and alignment.
Coach for development
Since so much work is about outcomes, leaders need to make a dedicated effort to coach and develop their people.
Doing this effectively as a manager of a hybrid team is challenging.
If you are going to coach your people for development, being present in your interactions is essential.
Reject the temptation to multitask and instead lock in and focus on how you can help them develop.
Regardless of your organisation’s new future work policy, you are capable of leading your hybrid team in this new world of work.
Embrace the discomfort of your environment and elevate your people to higher levels of performance.
*John Eades is the Chief Executive of LearnLoft a leadership development company. He can be contacted at johneades.com.
This article first appeared at johneades.com.
