Leading Hybrid and Remote Teams by Gleb Tsipursky

The transition to a hybrid and remote work culture in the post-pandemic recovery leads to the threat of resentment of those who have to come to the office more often to those who come less often. If the focus is on achievements, rather than methods.

After all, no one wants their colleagues to have to commute out of spite. This work culture addresses concerns about fairness by reframing the conversation to focus on accomplishing shared goals, rather than the method of doing so.

The core idea is to get all of your workforce to pull together to achieve business outcomes: some may need to be in the office and some may not, but the location doesn’t matter, the deliverable is all that matters. Research shows these are the most important relationships for employee morale, engagement, and retention.īy valuing deliverables, collaboration, and innovation through a focus on a shared work culture of “Excellence From Anywhere,” you can instil in your employees that as long as you can deliver your assigned tasks on time, it doesn’t matter from where you work. Boosting such best practices helps integrate employees into a work culture fit for the future of work while fostering good relationships with managers. Doing so also involves adopting best practices for hybrid and remote collaboration and innovation. This shifts focus from the old “time in the office” primary measure of evaluating performance. The “Excellence From Anywhere” strategy creates a work culture that focuses on deliverables, regardless of where you work. A flexible organization culture that takes into account the nature of an employee’s work and promotes task-based policies, allowing remote work whenever possible, addresses these concerns. Leaders can prevent this possible issue from developing by focusing on a shared culture of “Excellence From Anywhere”. Addressing these potential cultural divides over flexibility is vital to prevent a sense of have and have-not from developing. Such differences have the potential to create tension and aggravation between employees. And still other employees have team leaders that permit them to do full-time remote work. Some others may have team leaders that want them to come in one day a week to facilitate team cohesion and collaboration, even if they can do all their work fully remotely. A case in point: some research and development staff are able to innovate better if they can access equipment in the company’s labs. Others may need to come in on a hybrid schedule even if they worked full-time remotely during the pandemic. It needs many employees to be on the factory floor. For example, one of my clients is a Fortune 200 high-tech manufacturing company with over 25K employees. Some organizations may need some employees to come in full-time. Adapting Your Work Culture to the “Excellence From Anywhere” Strategy

Leading Hybrid and Remote Teams by Gleb Tsipursky