While many organizations are “doing” hybrid in some form at this point, a lot of teams are wishing their companies just did it a little bit better.
So many organizations are doing hybrid work these days. But not all are doing it well. The target is still a moving one, but there’s a lot we’ve learned so far. Let’s look at some key practices that seem to be serving us.
Modern Mentor is hosted by Rachel Cooke. A transcript is available at Simplecast.
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Hey, it’s Rachel Cooke, your Modern Mentor. I’m the founder of Lead Above Noise—a firm specializing in helping teams and organizations create better working experiences in service of better results. I’ve been hosting the show since January 2020. Which means about 15 minutes into my tenure I – l like all of you – watched the world of work turn upside down.
We’ve all learned a LOT over these past few years. Many changes seem to be here to stay—including the reality of hybrid work. And while many organizations are “doing” hybrid in some form at this point, a lot of teams are wishing their companies just did it a little bit better.
Let’s take a step back today and reflect on some things we’ve learned about what makes “hybrid work” work better.
Setting clear expectations for one’s team has always been a leader’s job. But if we’re honest, back in the day when going to work generally involved putting on shoes and pants, a leader could get away with a little bit of blurriness.
As long as the whole team had a rough idea—a general sense of direction around where a project was headed—that was enough to get started. Because when you hit a roadblock or point of uncertainty, you’d just pop into someone’s office or cubicle and ask a clarifying question.
Like someone would be working on the client presentation or the inventory plan or the patient care survey. And they were pretty sure they were on the right track. But hey—why not peek over the cubicle wall just to get a second opinion from a colleague?
We took the old peek-over for granted. But what I’m seeing too often today is this. That same someone is working on the pitch or the plan and they’re pretty sure they’re on track. But there’s no one sitting just over a wall. And the uncertainty just doesn’t seem to warrant a Slack message, text, or email. So they just run with it. In slightly the wrong direction.
What we all need to understand about hybrid working is that many conversations —even the casual ones—take more planning, prep, initiative, and effort than before. So we need to work just a little bit harder at the front end of a project to ensure all parties are clear and aligned on the outcome.
Here are some simple practices I’ve seen hybrid teams implement to ensure this clarity and alignment:
· Leaders should not only strive to be super-clear on timelines, budgets, shape, and quality of outcomes, but should also test their teams’ understanding. Do not assume that what you said equals what they heard. Ask questions to clarify what they took away.
· Employees should push for specificity when they aren’t hearing it. Asking even the most fundamental questions like “Exactly how many questions can we have in the survey?” or “How many options do we want to present to the client?” can be helpful.
· Have key dates, timelines, budgets, and other details posted somewhere centrally in writing so there is little room for misinterpretation.
· Have a regular cadence of check-ins on the calendar to ensure alignment at key milestones rather than waiting until a final product has been developed.
Back in that quaint era of the shoes and pants, “connection” was kind of synonymous with everyone being in the conference room. Connecting was being together, and its opposite was being apart.
Today… things feel way messier. And so many companies are trying to figure out how to “do” connection in this new world. And the nut seems yet to be cracked.
Some companies went with the old “everyone must be in the office on Tuesdays and Thursdays” and for many that backfired, and the message has reverted.
Other organizations have relied on video meetings (cameras always on, of course!), while others tried mandatory “fun” teambuilding events.
But so many of these strategies have had mixed results.
While there’s still so much more to learn, I do think we’ve unlocked some intelligence around connection. And here are some bits I’m leaving with clients these days.
· Connection—like authentic connection—actually requires energy. Which means even your most extroverted team members will occasionally need a moment to recharge. So do not insist that every meeting be in person or on video. Give people time and space to do some reflecting, to be off-camera, to not feel the need to perform all day. And this way when you do get someone live, you’ll get the best of them.
· Some people love being physically in person. Some hate it. Some find it a hardship. So where you have the power to let them choose, just let them choose.
· Be really intentional about the times when your team is physically together. Rather than “hey it’s Tuesday so let’s all commute,” be thoughtful about bringing people together for a shared interactive learning experience; a rich brainstorm; an opportunity to network with new colleagues or different teams. When people feel purposeful in coming together, it really amplifies the experience.
I remember in the early days of this new world of working, teams were suddenly trying to use every “collaborative” technology available. I watched teams fumble around with all kinds of shared boards and drives and communication tools… many of which were shiny and fun. But also, more effort than they were worth.
I don’t have a point of view on any one tool. I do have a point of view on the power of efficiency and impact.
Give your teams access to tools where you can. But also. If they can effectively and securely achieve the outcome more simply without the tools, please don’t require they use them for show. I’ve watched this become a real irritant for some teams, and the consequences can be pretty dire.
Talk about a nut that needs cracking! No matter how we’re working, it seems the earth continues to spin at its own dang pace. With no regard for the inconvenience this presents.
I work with a number of global companies that are, technically, global. But also, are typically very Western-centric. I’ve encountered many teams, specifically in the Asia-Pac region of the world, for whom taking meetings well past my personal bedtime is a norm.
The companies I’ve seen be most successful in this hybrid world are the ones who have really mastered the art of asynchronous work. Who have gotten unbelievably disciplined around what truly constitutes a live meeting or discussion, letting their global teams do the bulk of the work on their own during very civilized and humane hours.
Remember that just because someone is physically now equipped to dial into a meeting at their local midnight doesn’t mean they should.
So ask yourself and ask your team if it’s global—what are our guiding principles around when and why something needs to be a live discussion? And then let’s trust each other outside of those moments to go it alone. And sleep with the night sky.
Join me next week for another great episode. Until then, visit my website at leadabovenoise.com if your organization is looking to dial up its Employee Experience or deliver some leadership development that activates change. You can follow Modern Mentor on Apple Podcasts, Spotify, or wherever you listen to podcasts. Find and follow me on LinkedIn. Thanks so much for listening and have a successful week.