Remote and hybrid work cultures have become predominant in workplaces. CIOs need to implement new tools and establish effective strategies to facilitate a productive team.
Leadership errors elevate when IT leaders need clarification on the productivity standards of the team. This necessitates assurance that all the members are on the same page and targeting to achieve the same goals.
Here are a few common leadership mistakes that IT leaders make when leading an organization with mixed working cultures.
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Rising uncertainties caused a lack of interactions between IT leaders and the teams. Remote work causes exhaustion since it requires channeling interaction online. Amid the uncertainties, the employees are back to the office with an apprehension of having in-person interactions with other employees and the IT leaders. IT leaders feigning a return to the office causes mislaid structure with inconsistent management within the team.
Simultaneously, they need to prepare for their arrival to conduct effective interactions with the employees to mandate solid monitoring activities. An unexpected downturn is observed when employees were scheduled to commute to the office only to find leadership was absent when needed.
As per a recent report by O.C. Tanner, “2023 Global Culture Report”, modern leaders building relationships through understanding, championing, and advocating team members have increased the odds of having a strong workplace community by 269%. Hence, leaders need a more interaction-driven approach to ensure hybrid work supports a line of focused team members.
Questions on productivity were significant among the members of remote and regular employees. There seems to be a stubborn intellect suggesting the remotely working employees are less productive than the staff coming to the office daily.
To clear the air, IT leaders need to think ahead to ensure that the employees remain robustly productive irrespective of their working culture. At the same time, leaders need to ensure that the organization’s culture of certitude and trust doesn’t lose its integrity. Simultaneously, the culture of bonding through day-to-day interactions should be initiated to ensure maximum acquaintance of employees in the organization.
There is a subtle balance to maintain on how the company treats participants attending the activities in person and ones attending remotely.
IT leaders must ensure equal promotions and professional development opportunities, advocating for both sides of the working culture. This enhances trust, resilience, and employee satisfaction.
As per a recent report by O.C. Tanner, “2023 Global Culture Report”, 74% of employees believe recognition is a crucial part of the workplace community.
Today, employees like to be heard and their views appreciated, hence organizations need to create a culture where the employees feel they are heard. Hence, allowing team members to share feedback establishes a culture of improvement in work engagement.
IT leaders need to develop avenues for feedback with appropriate, dedicated, and private channels. IT leaders need to diverge from positive descriptive corporate communication and adapt honest and realistic responses.
Additionally, IT leaders must invest wisely in technology tailored to support the hybrid work culture. Since employees are free to choose a mixed work culture, organizations need to make adequate adjustments and provide the workforce with numerous tools for them to adopt.
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Employee talent in mixed cultures appreciates the recognition and expects the IT leaders to make their work feel valuable. IT leaders must establish loyalty and commitment by listening, empathizing, and communicating with employees.
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Apoorva Kasam is a Global News Correspondent with OnDot Media. She has done her master’s in Bioinformatics and has 12+ months of experience in clinical and preclinical data management. She is a content-writing enthusiast, and this is her first stint writing articles on business technology. She has covered a wide array of crucial industry insights like Blockchain, strategic planning, data analytics, supply chain management, governance, compliance, and the latest industry trends. Her ideal and digestible writing style displays the current challenges, and relevant mitigation strategies businesses can look forward to. She has a keen interest in the latest enterprise trends like digital transformation, cloud, and enterprise resource planning. She looks for minute details, while her excellent language skills help her deliver a crisp-looking, niche-specific message through her articles. She is looking forward to exploring her writing styles and portraying her thoughts that can help enhance organizational effectiveness, business performance, and sustainability. Apart from writing, she enjoys spending time with her pet and reading oncology publications.
