How do you develop leadership and talent in a hybrid structure?

In a flat structure, performance is measured and rewarded by setting clear, individualized goals that align with organizational objectives, using peer feedback and collaborative achievements as key performance indicators, focusing on outcomes and contributions rather than hierarchy, and offering rewards that recognize both individual and team accomplishments, such as bonuses, development opportunities, or public recognition. This approach ensures that performance is fairly evaluated and rewarded in a structure where traditional managerial roles are minimized.

Leading through values and vision, in my experience is an essential tool to keeping individuals growing, curious and collaborating with others. Each one of us needs to understand our role in the larger picture. Once we have a clear sense of our added value, it is easier to identify skills acquisition and development plans. We understand what we are striving towards. Team leaders thrive in the same environment, they are given a destination and able to bring their unique skills and experiences to help lead and motivate others. When individuals share a vision, they are more included to work together to reach it. Collaborative thrives.

Align your vision and values The first step to developing leadership and talent in a hybrid structure is to ensure that everyone shares a common vision and values for the organization. This means communicating clearly and consistently about your goals, strategies, and priorities, and how each team member contributes to them. It also means creating a sense of belonging and identity among your hybrid team, by celebrating achievements, recognizing contributions, and promoting diversity and inclusion.

Open communication, receiving and giving feedback is key for any talent and leadership development. I am not sure if hybrid creates a difference, except just might need to be more structured or disciplined about meeting. There is no kitchen or coffee pot to accidentally meet over, there are no casual lunches and social activities after work. I have found scheduling weekly connects with direct reports is critical in remote or hybrid settings. I come from a global work experience so I am used to not physically seeing all team members on a regular basis. Weekly check-ins, informal and formal are helpful. Just to have the space, the comfort and habit of talking to each other, sharing small and big events, just checking in.

Provide feedback and coaching The second step to developing leadership and talent in a hybrid structure is to provide regular and constructive feedback and coaching to your team members. This means setting clear and measurable expectations, monitoring performance, and giving praise and suggestions for improvement. It also means offering opportunities for learning and development, such as training, mentoring, and peer feedback. You can use various tools and platforms to facilitate feedback and coaching, such as online surveys, video calls, and chat apps.

Hybrid structures have so many more opportunities for growing leaders. The trick is to lean in to those opportunities and actively push decisions to the lowest level possible. Hybrid structures generally have cross-functional teams, so each person fulfilling a functional role on a team should be consider the "functional lead" for the team. This means that everyone on the team can develop leadership skills, not just those with formal leadership titles.

Empower and delegate The third step to developing leadership and talent in a hybrid structure is to empower and delegate tasks and decisions to your team members. This means giving them autonomy and responsibility, and trusting them to deliver results. It also means encouraging them to take initiative, innovate, and solve problems. You can empower and delegate by defining roles and responsibilities, setting boundaries and guidelines, and providing support and resources.

Gone are the days that we need to see someone in the office every day, to decide if they are performing or not. Having a vision and a strategy with detailed plans that are reviewed, is a great tool when teams are dispersed. The strategy units, we all know where we belong and what our individual and collective roles are. Knowledge leads to trust. Working around a shared plan enables collaboration.

For those of us who excel in the traditional setting, nurturing leaders in this 'newer' hybrid environment requires an additional push towards versatility. I have discovered that a successful approach to fostering leadership and enhancing skills is to offer opportunities for even the most unexpected team members to propose innovative ideas to address challenges, give them the freedom to develop these ideas (within set boundaries), and provide guidance and support to create a secure environment. And don’t forget to celebrate and validate each proposal! ??

Developing leadership and talent are two different things. One can be compared to playing in a team sport, while the other to an individual endeavor such as writing poetry. Both nurturing the skill of leadership and cultivating a talent require the right mentor, enough room and stamina to learn from failure, valuable years of experience, and so much more. The difference lies in nurturing the skill of leadership, which aims at a much higher standard as it directly affects people. This is why a leader must be both humane and have an unsparing mindset, as leadership, by its nature, is about serving others.