Hybrid Work Leadership Is Hard. Some Tips to Get It Right
A majority of US companies have been operating as a hybrid workplace for the past few years — and many intend to keep it that way.
While that may help support a better employee experience, some leaders caught in the mix of remote and on-site are still struggling to find their footing. How do you go about successfully managing a group of people where some are in the office and others are … who knows where?
And perhaps even more important: how do you ensure everyone remains engaged by their work and their teams?
Leaders and team managers play a vital role in keeping the workplace united and a collaborative culture alive. So, in part two of this five-part hybrid success series (check out part one on setting effective hybrid work policies), I spoke with workplace leaders who are getting hybrid right.
Use the C.AA.R.E. Framework
N. Sharon Hill, associate professor of management at the George Washington University, developed the C.AA.R.E. framework to provide guidance on how to successfully lead in the hybrid workplace.
C.AA.R.E. combines four elements that balance individual flexibility with group effectiveness:
- Configuration
- Autonomy-Alignment
- Relationships
- Equity
“Leaders need to first ensure that they implement the right type of hybrid work configuration that balances team members’ need for flexibility with the strategic needs of the organization,” said Hill. There isn’t a one-size-fits-all solution, she added, because the right configuration will depend on the type of work the employees do.
“Having determined the right configuration, leaders also need to grant employees autonomy in when, where and how they do their work, so employees can take advantage of the flexibility hybrid work can offer.”
Still, that’s not to say companies don’t need guardrails to ensure effective communication and coordination. Including a shared mission and clear expectations and norms, for instance, are basic necessities for the hybrid workplace, Hill said.
Related Article: We Need to Expand Our Definition of Hybrid Work
Link Hybrid Work With Employee Experience
Employee experience is arguably the biggest driver of remote and hybrid work models today. And for that reason, J.P. Gownder, vice president and principal analyst at Forrester Research, said business leaders should be linking hybrid work to employee experience.
“Employee experience is the sum of all of the perceptions employees have while working for their organizations every day,” he explained. “When employee experience goes up, employees are more engaged, focused, productive and collaborative.”
To succeed in a hybrid workplace — or any modern workplace — leaders must be empathetic and flexible. But more specifically to hybrid work, leaders need to ensure both in-person and remote employees enjoy experiences that are equally rich, Gownder said.
And when employees do venture into the office, it should be for valuable collaboration with others. “There's no reason to be in the office doing the exact same solo work you would have been doing at home,” Gownder said.
Related Article: What Is Employee Experience and Why Does It Matter?
Focus on Inclusion and Connection
Elena Arney, senior director of people and communications at Crosschq, said her company’s hybrid approach is successful in part because it focuses on ensuring all employees feel included and valued, no matter where they reside geographically.
Modern communication tools, like Slack and video calls, bridge the gap between team members, said Arney. “These platforms have become our lifeline, enabling us to maintain open lines of communication and stay connected, no matter where we are physically located.”
But that sense of connection can be more difficult for some employees to obtain. To combat this, Arney said her company pays close attention to how teams conduct video calls.
“When some team members are in the office while others are remote, we ensure that in-office colleagues conduct their video calls separately, rather than gathering as a group,” she explained. “This small but impactful change prevents remote team members from experiencing any FOMO (fear of missing out) and helps them feel fully engaged in the conversation and decision-making process.”
Related Article: Hybrid Meetings Are Hard. Here's How to Make Them Better
Beware of Proximity Bias
Proximity bias is the tendency to favor and pay more attention to those we interact with in person. For example, leaders may tend to give less feedback and coaching to remote employees versus those they see face-to-face frequently.
And leaders are more likely to ask employees in the office for input, resulting in those employees having more influence. “This means that leaders must make an extra effort to reach out to remote employees to provide feedback and coaching and to involve them in decision-making,” said Hill. “Leaders must make themselves available to all employees regardless of their work location.”
Hill said because proximity bias usually occurs at a subconscious level, it’s important to constantly remain aware of the risk. “Providing equal opportunities for career growth starts with leaders being intentional about giving equal attention to each employee.”
Learning Opportunities
Another strategy to overcome this bias, said Hill: focus on outcomes and results rather than where and when work gets done.
“Ultimately, what is important is that employees are getting the job done and contributing to the collective mission. This can be a difficult change for many leaders who feel they are losing control by granting employees more autonomy.”
Related Article: How to Equitably Handle Employee Recognition in a Hybrid Workplace
Prioritize Work-Life Balance
Possibly the greatest benefit of hybrid work is the flexibility it provides employees to achieve greater work-life balance. Arney said her company has made that balance a priority for all employees, whether they’re hybrid or fully remote.
“Whether it's attending Little League games and swim meets, taking time off to volunteer or spending time with an aging parent, we encourage our team members to prioritize their well-being and find a balance between work and home,” she said.
Studies have long shown that work-life balance is critical for employees to prevent burnout and promote engagement; it’s a key part of the employee experience that has become so critical to recruiting and retaining talent.
Leaders can promote work-life balance by using themselves as a role model. For example, they might make a point to sign off at a reasonable time each evening or have a no after-hours email policy. When leaders take charge of their own work-life balance, employees are more likely to follow suit.
Related Article: Self-Leadership: Why the Best Leaders Learn to Lead Themselves First
Build a Foundation of Trust
Ultimately, the success of a hybrid work setup might just come down to trust.
Hybrid leaders must learn to give up control and give workers more autonomy, trusting their employees in the process, Hill explained. In return, remote employees need to trust that leaders have their best interests at heart, even when they’re not in the office.
“Leaders can build trust in several ways, including planning opportunities for social connection in the office or online and building trust remotely by setting norms for responsive communication and meeting commitments,” said Hill.
Gownder said one way to create a sense of trust — as well as connection — is through shared rituals. “One leader we interviewed has his team post a photo of something they did over the weekend to their Monday morning chat,” he said.
Bringing in a social or human aspect to a work meeting helps set the tone that individuals matter. One caveat: authenticity is key or trust will be lost.
The Art of Leading in a Hybrid World
Navigating the complex landscape of hybrid work leadership requires a nuanced approach. It’s not a one-size-fits-all model but rather a dynamic process shaped by individual and organizational needs.
Hybrid leaders need to acknowledge that the shift to hybrid work is not just a logistical challenge; it’s also a human one. By recognizing and addressing the needs of employees — whether it’s flexibility, support or connection — they can foster a culture of inclusivity, trust and success.
About the Author
Michelle Hawley is an experienced journalist who specializes in reporting on the impact of technology on society. As a senior editor at Simpler Media Group and a reporter for CMSWire and Reworked, she provides in-depth coverage of a range of important topics including employee experience, leadership, customer experience, marketing and more. With an MFA in creative writing and background in inbound marketing, she offers unique insights on the topics of leadership, customer experience, marketing and employee experience. Michelle previously contributed to publications like The Press Enterprise and The Ladders. She currently resides in Pennsylvania with her two dogs.
Connect with Michelle Hawley:
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