A rising corpus of research and surveys suggests that hybrid workplaces are not a passing fad. Employees are particularly enthusiastic about a hybrid work paradigm. More business and technology leaders are advocating for hybrid teams and are considering, adopting, or managing them.
According to a 2021 McKinsey survey “What executives are saying about the future of hybrid work” of 100 executives across industries and geographies, nine out of ten companies will combine on-site and remote working in the post-pandemic prospect of work. During the pandemic, production and consumer satisfaction both increased, according to the report.
The hybrid work paradigm is the way of the future, and it is here to stay. In hybrid workplaces, there can be disconnect between the C-suite and the rest of the organization when it comes to developing culture, equity, and other crucial concerns.
How leaders should change to adapt to the hybrid work environment
For a variety of reasons, including the most basic- leadership practices in the hybrid workplace, need to change. If the management style has been based on face-to-face engagement for a long time, the hybrid office will eventually break that.
Another reason is that many members of the team will need to constantly readjust after a prolonged time of disruption, from working on-site to suddenly working completely remotely, and now, in the case of hybrid workplaces, possibly doing a little of both.
Let’s look at some key leadership characteristics for the hybrid workplace.
Transparency is a leadership trait that is valued and promoted in every company, but it is especially important in hybrid teams. When employees are not always working in the same place, it’s the foundation for mutual trust and productivity. This begins with a transparent, easy-to-understand process of setting goals and expectations, as well as a shared understanding of how businesses track success.
Transparency, accountability, and trust should be established at all levels of a company. Employees should have access to the information and tools they require to do their jobs effectively.
Find ways to get individuals to meet in person
Humans are social creatures who require physical contact in order to facilitate mentoring, learning, and growth. Businesses should deliberately foster a feeling of shared identity and culture.
This is especially significant for hybrid organizations with employees that are mostly or fully remote. However, it’s important to bear in mind in any workplace that’s transitioned from an exclusively or primarily on-site model to a long-term hybrid model that demands less face-to-face time in the office. Even if it isn’t physically possible to bring individuals together, the principle should be kept in mind.
Don’t have one foot on-site and the other foot remote
A haphazard approach to hybrid work will almost certainly result in a haphazard response from the team. A dedicated strategy begins at the top and requires full buy-in from the leadership team.
The success of this hybrid way of working depends on a transformation in the workforce’s thinking as well as their skills, particularly among managers and supervisors. Businesses have seen greater involvement than ever before, from online training to having all HR-related information on one platform.