If the epidemic taught us anything, it’s that working from home is now acceptable. Many employees are enthusiastic about it, and CEOs are also advocating for a remote working environment. The proposal has piqued the interest of whole corporations: According to a McKinsey research of 100 executives from various regions and sectors, nine out of ten organizations planned to blend remote hybrid and on-site work schedules. Despite this, there is still considerable opposition.
The current state of hybrid work thinking is littered with failed use cases rather than best practices. This implies that corporate executives continue to feel that the old-fashioned in-person meeting is the best way to develop quick, cutting-edge plans. That, however, is pre-pandemic thinking! In a nutshell, the existing employment model is obsolete and unsustainable. In this hybrid reality, teams require a new model. So, how precisely does your company do this?
- Improve your digital game.
In this new hybrid working world, digital transformation is the name of the game. This entails being acquainted with the most recent digital technologies to develop the best hybrid situations for your team, as well as gathering data to provide useful insight and track your progress. Collaboration software doesn’t need to be unreasonably pricey. Simply familiarise yourself with the digital and collaborative solutions that are accessible and appropriate for your company.
- Pay close attention to the demands and needs of your staff.
Employees are an important part of any company that wants to implement a flexible work schedule. Obtaining their input is crucial. The usual hybrid schedule of three days in the office and two days at home “covers the ground,” according to a new Harvard Business Review article, but organizations must focus more on the process and, most crucially, people.
As a result, it’s up to managers to discover what drives their employees, such as inquiring about their career goals, what makes them feel valued, what they’d want to spend less time on, and what tools they believe they need to work smarter. Managers may enquire about their employees’ personal needs, such as whether they feel most productive using their laptops at a nearby Starbucks, at home, or work, and what work patterns are most helpful.
- For the time being, keep work asynchronous.
Consider this: What is the real benefit of having in-person meetings all of the time? Then, at least at first, think about utilizing an asynchronous method.
Consider the average in-person meeting, in which employees gaze off into space while others discreetly check their phones. To combat this issue, incorporate critical thinking into your sessions. A leader, for example, may explain their approach to the group and inform participants ahead of time that there would be small discussion groups following (simple to accomplish on Zoom!). This not only necessitates diligent listening, but it also sparks conversation and maybe fresh discoveries.
- Hold everyone responsible.
This is self-evident, yet it bears repeating: Maintain accountability for your team members, not just to their supervisors, but also to one another. That is the exact definition of a team: people behaving in the best interests of their colleagues, not just their own, to achieve shared success.
Agile and sprints are two ways that may help encourage responsibility and provide a structure for your team to stay on track. Both strategies facilitate successful team collaboration in a hybrid world.
“Agile” is a well-known project management and software development methodology. Because the software development business frequently works in cross-functional teams, asynchronous teams can benefit greatly from this. Consider “agile” systems, which break jobs into short chunks. Work is constantly evaluated and adjusted based on the workflow. It necessitates that teams clarify project goals in writing, allowing remote team members to assess the project at any time. It lowers the need for the person in charge to exert control and allows teams to work on their own time, perhaps sparking more innovation.
“Sprints” is another strategy commonly employed in the software industry that we might use here. Teams in sprints are allocated a set amount of time for each job. This assists in keeping work on track and avoiding time waste.
- Keep in mind that balance is essential.
There must be a balance between those working together and independently. Allow individual brains to marinade individual ideas regularly before reassembling the team. At least some “alone time” is required for optimal teamwork.
So, while deciding whether to go hybrid, keep these tips in mind. I am convinced that, in the end, successful future companies will be those founded on common aims, regardless of region, corporate structure, or meeting format (synchronous or asynchronous). The most important components of the finest and brightest enterprises will be commitment and teamwork.