How to mitigate the challenges of leading hybrid teams
When I started working remotely at Jaya Tech in July 2019, the client I was working for followed a face-to-face model. As such, I was able to experience many of the challenges that companies adopting the hybrid remote model (part of the team in the office and part working remotely) are currently facing.
Talking to some manager friends who are migrating to the hybrid remote model, they shared with me that they are facing these same challenges, the main one being:
How do you keep the remote team close even if you’re physically far away?
I believe that many other leaders are experiencing the same problem, and to help them, I’ve decided to share some practices that can bring the team closer together.
Let’s go!
The hybrid model and its pitfalls
The hybrid remote model has several subtypes. However, it is usually characterized by some employees being allowed to work remotely 100% of the time and the rest working a few days a week in the physical office. In this model, you run the risk of diminishing the employee experience of the people who work remotely:
- A culture built around the in-office experience generates a sense of isolation;
- Lack of access to office perks and benefits;
- Less access to information;
- Guilt management among coworkers who are not allowed to work 100% remotely;
- Lack of consistent support for remote working;
- Excessive performance demands.
Leading in the hybrid model
It takes considerable effort, intentionality, and reconfiguration to run a sustainable hybrid model for the entire team. Here are some specific leadership practices for the hybrid remote model:
- Reconsider mandatory days in the office: Requiring one or more days a week inhibits team members from moving, prevents borderless recruitment, and stifles remote workflows. If possible, reconsider this practice!
- Leadership doesn’t belong in the office: Providing more equitable “face-to-face time” with executives forces leaders to rely on remote practices and tools and reinforces that the office is not an epicenter of power.
- Redesign meeting spaces: Hybrid calls are not ideal for remote participants. So, optimize meeting spaces to ensure that collaboration is accessible to everyone. Treat the office simply as another remote workplace.
- Documentation as an essential part of the job: Documentation is critical for the entire team, as it ensures knowledge sharing and facilitates the onboarding process for new team members. During planning, ensure the team has time to document projects, architecture, processes, team agreements, defined solutions, etc.
- Record important conversations: Informal conversations may seem harmless, but they are often where the team discusses work issues and defines solutions to current challenges. As a leader, reinforce the importance of recording or documenting these conversations to increase transparency.
- Provide equal benefits: Extend equal benefits to remote team members. For example, if there is a gym on-site, offer a fitness credit to remote team members.
- Share agendas in advance: An advance agenda for all work meetings guarantees project continuity, even if 100% of the workforce chooses to work remotely.
