Blended & Hybrid Working Tips
March 2020 to date has been a time we will certainly remember. Not just for COVID19 but for one of the biggest shifts in the way of work for over a hundred years. Only 18 months ago, so many of us worked in the office most days, perhaps occasionally working at home and usually for a specific reason.
Today, with restrictions lifted in the summer, September is seeing many starting to work in a blended - or hybrid way: combining working at the office with working at home and many other companies are looking to start hybrid working and a 're-entry' to work places in the coming months. Our way of working has hardly been consistent over recent times and is likely to remain so for the foreseeable future, bringing a new definition to the term 'flexible'.
To maximise our evolution in this newly evolving world of work, we need to continue developing new skills and approaches around working, being part of and, for those in management roles, leading teams that are no longer in the same place, at the same time - hybrid, blended and remote working teams. Savvy organisations are investing in supporting their leadership and managers to develop these skills as well as supporting employees in adjusting to healthy, productive and balanced ways of working. This investment will not only build resilience and flexibility, it will better prepare and protect organisations and their people for the ongoing ride on the Corona Coaster.
So, what can we as HR, D&I and Wellbeing professionals do to support our leaders and people through these ongoing challenging times? Here are some key suggestions to consider focusing on for maximum and longer term impact:
1. Help people understanding their individual preferences (and our own)
The impact of our own personal preferences and those of our teams on hybrid, blended or remote working success is significant in today's working world. Investing in helping people and leaders deepen their self-awareness and awareness of others together with the ability to adapt using personality profiling tools and team workshops helps build this awareness and encourages people to take more time to consider other perspectives and be curious.
2. Take time to ensure there's a 'why'
People are continuing to react to the pandemic differently and are questioning business decisions in ways we have not seen before. There is a real reluctance to resume working in workplaces unless the reason is clear and understandable. Travelling in to spend a day on Zoom calls or respond to emails feels senseless to most compared to opportunities for connecting, collaborating and being creative. If the 'why’ is not clear, there will be reduced uptake, increased resistance and morale will decline resulting in unhappy employees who do not feel physically or psychologically safe, despite all you do. Connect them to the why and change and acceptance is far faster.
3. Keep It Simple
There is a temptation to succumb to irrational fears of managers and leaders – and sometimes employees themselves. Maintaining a clear, objective head with a compassionate perspective will build trust and loyalty. Don’t create policies, procedures and processes unnecessarily – this is a culture change process where we are shifting behaviours. Focus on those changes. After all, Culture eats Policy for breakfast so produce guidelines and boundaries instead and focus on defining and role modelling great behaviours.
4. Everyone counts
One of the biggest worries that people talk about is losing visibility and their “voice” by not being in the office working and mingling as before. Managers and leaders may be feeling a little overwhelmed with the prospect of increasing leadership responsibilities on top of their work so changing your team meeting approach and including more informal touch point sessions with each person to ensure all feel included and have time to contribute via a variety of medium helps keep this aspect of under control. Take time to create hybrid approaches where all feel included and heard.
5. Focus on Team, adapt to individuals
When we first entered the first lockdown, there was a collective 'all in it together' approach that maximised resources and time. As the time spent working at home during the pandemic continues, the risk of greater isolation and disconnection increases even though the desire to maintain flexibility in how we work is sustained. Many business leaders feel flexible working is employee centric and often that it is for working parents only - which is not the case at all. Team focused working arrangements create a connection between what you do and the business needs as well as how that is delivered as a team - this helps promote the feeling of belong, sense of purpose and enables personal preferences to be blended in. So how do we shift the perspective from individual to team/business centric?
We suggest considering a team session where you explore the team needs, what it looks like and how you can balance the business demands with the team and individual contribution. Your sessions can produce an output including a detailed plan that helps everyone commit to the team approach and boundaries.
6. Communication x 3
Throughout the pandemic, one of the top things we have realised is the need to communicate is absolutely critical. The depth and frequency of communication in a remote and hybrid world needs to be significantly greater than before – we recommend at least 3 x the level you used before. Try to have informal as much as formal connections - try phoning rather than emailing of having a booked meeting.
7. Check In, don’t Check Up
One of the key foundation stones of remote and agile working is a culture of trust. We encourage managers to continually build this through enabling greater independence of their team. Set your intentions on a Monday, check in on a Wednesday and celebrate success on a Friday as well as prepare for the following week is a framework that helps you manage by contribution yet empowers individuals and creates flexibility.
8. Practice your ABC - Ask, Be Brave and Compassionate
Many people may not want to share how they are feeling or perhaps feel they will be judged for their feelings and reactions. Our world today is placing huge demands on our wellbeing and health - to help colleagues and your team be at their best, don't make assumptions. Ask people how they are, twice is necessary even if that feels a bit uncomfortable (that's the brave bit!) and be compassionate. We will move forward in the new ways of working - it may just be at slightly different speeds and that's OK. Let's not lose the kindness that we shared in 2020!
by Liese Lord from The Lightbulb Tree.
Originally Released On 21 September 2021