Hybrid working is here to stay, bringing huge potential to transform productivity.
Before the pandemic, 92% of companies surveyed by McKinsey thought their business models would change because of digitalisation, signaling the beginning of a workstyle shift we now see as permanent. At the same time, in a flexible working study, 67% of leaders related an increase of 20% in productivity to flexible working practices.
As the structure of work changed, did management practices keep pace?
The challenge today is to find a management style that will unlock this boost in productivity.
Using the wrong management approach with hybrid working teams risks triggering significant people-related challenges.
Working away from the team base can cause isolation and anxiety among team members, which can harm motivation levels. The homeworking environment can involve the distractions of family pressures and commitments. A poorly managed hybrid working setup can bring with it hyper-connectivity, an always-on culture, and video meeting fatigue, potentially leading to digital burnout and health issues due to poor eating and sleeping habits
How can leaders and managers steer toward positive hybrid experiences?
1. Cultivate a holistic sense of purpose
Foster a sense of purpose in your work life and, potentially, in your domestic and family situations, and encourage your teams to do the same. When we know what our purpose is, the journey becomes easier and, in many cases, enjoyable. In changing times like these, it’s really important that your colleagues feel anchored, as this generates a sense of stability and safety – and this is when we do our best work.
Acknowledging you don’t have all the answers is a strong way to build trust amongst your people. Tough management styles backfire at the best of times, let alone in an uncertain world when we all need care and consideration.
2. Lead by example
Set high standards for yourself and stick to them. Avoid multitasking, bring undivided attention to meetings, prioritise the essentials to curb distractions, and use digital tools judiciously. Openly share your work approach with teams, inviting them to set and share their own standards. Regular check-in sessions can create a space for open dialogue.
3. Prioritise wellbeing through flexibility
Wherever possible, allow your people to fit their tasks and deliverables around their lifestyle. If needed, offer them the flexibility to do the school drop off and collection or let them destress with a lunchtime run or cycle ride.
4. Use collaboration to break down barriers
Employees working in hybrid environments often feel more motivated and are more productive when they have a sense of inclusion – even when they’re not in the office. Even though we can’t digitally recreate the full sensory experience of meeting in person, collaboration tools take us part of the way, offering a virtual environment for hybrid teams to use to come together for work or socialising. Encourage your teams to explore your collaboration tools and suggest ways sharing the space can foster better connections.
5. Set the scene for your teams
Explain the connections between what your people do and the wider corporate goals to give meaning to projects. Set sensible expectations around how long a task will take and make sure your teams focus their work to achieve this. Dedicate time to coaching and mentoring employees, emphasising personal development over a singular focus on tasks.
6. Manage your day with your team in mind
Time zone permitting, make an informal connection with team members before you get down to the business of the day – this will help with culture. Then, before checking emails, write down the three most important things you need to do that day and keep coming back to these aims throughout the day to check progress. If you structure your diary for periods of deep work where you can focus uninterrupted you’ll find it easier to create value.
