First published on COMUNiTI, October 2023
Many organisations continue to question their position on hybrid work. And it’s understandable, given that it’s such a multifaceted challenge.
On one hand, leaders are thinking about what’s best for the business:
🧐 Are people productive when they work at home?
🧐 What does hybrid work mean for our investment in office space?
🧐 If people don’t work from the office full-time, should they still ‘own’ a desk?
And on the other hand, they’re considering what’s best for employees:
🤔 If we introduce a ‘number of in-office days’ policy, does it erode trust and trigger turnover?
🤔 How do we balance the need for individual flexibility and team connection?
🤔 What impact is hybrid work having on culture?
As they ponder these questions and more, they often ask COMUNiTI for our insights. And while there’s no one-size-fits-all answer, we do believe that humanising the approach to hybrid work is best for people and performance.
So, what does a humanised approach to hybrid practically mean? Here are just two examples:
Motivating over mandating
At COMUNiTI, we advocate for motivating rather than mandating a return to the office. In other words, to encourage employees back, you have to earn the commute.
The days of the “bums on seats” mentality and the “if I can’t see them, they’re not working” approach to leadership are over.
Leading hybrid teams differs from how we led virtual teams during COVID, and traditional teams pre-COVID. Leading hybrid teams today means supervisors, managers, and executives need different mindsets and in many cases, new skill sets.
Consider these shifts, for example:
It’s a new era, and workplaces and leadership look and feel very different from the traditional styles that many of us grew up with.
It really is an exciting and distinctly human time in the world of business.
If you’d like to delve deeper into COMUNiTI’s insights on rehumanising the workplace, reimagining workspaces, or equipping leaders with new skills, get in touch!