The Do’s and Don’ts of Hybrid Work for Nonprofit Leaders

One of the hottest topics of debate in C-suites across the globe is in-office (5 days a week) versus remote/hybrid work (ranging from fully remote to 3–4 days in-office). Research suggests that remote/hybrid work improves talent acquisition and retention while in-office work (5 days a week) is better for cultural cohesion. Both sides make a great case for productivity?—?for different reasons. Hybrid work allows employees better work-life balance and shorter commutes while in-person work supports stronger supervision and team dynamics.

A recent KPMG report showed many CEOs across the globe are shifting back to pre-pandemic in-office work. But with new tools like Zoom and Slack, employees now have more options, and various styles of hybrid work will likely continue. Yet, most managers are not prepared for this change. A recent Gallup poll showed that only 10% of managers have had training on how to successfully manage in a hybrid context.

If hybrid/flexible work is the future of work, how do you stack up? I have been working with a fully remote team since I founded Social Impact Architects 15 years ago. It isn’t easy and nor is it right for every company, but with the right culture, norms, rules and tools, hybrid leadership can be rewarding for both social sector leaders and employees. To help you better navigate this new terrain, we’ve outlined our do’s and don’ts of hybrid leadership below.

CULTURE

We have covered culture extensively in past blogs. My favorite definition of culture is from Debra Thorsen, who describes culture as “an energy force.” You can sense the culture of an organization as soon as you walk in the door and interact with folks. Is it helpful or not? Is it open to new ideas or not?

Based on our informal study, our clients with strong, intentional cultures have weathered the past few years better than those without. For hybrid businesses, written values are even more important?—?we have a helpful blog post that walks you through creating values from the bottom up. If your culture is effective, employees will say, “I like where I work, and I can be myself.”

DO –

• Have shared values?—?and update them as the culture changes.
• Assess how well your organization embodies its values, annually or with each strategic plan , and aim for continuous improvement.
• Showcase your organization’s values on a regular basis through staff meetings, trainings or retreats.

DON’T –

• Assume that everyone interprets your values the same way. Clearly define each value and communicate their meanings.
• Overlook the importance of recognition. Give awards or commendations to employees who exhibit each of your organization’s values.

NORMS

In 2019, we named “mindset ” our trend for the year and covered the iceberg effect , which shows that we spend most of our time reacting to things above the water and not below. Norms fall into the below-water category?—?they are the unwritten rules of behavior. If you have norms that are well-understood, employees will say, “I understand how to behave.”

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DO –

• Establish norms around online meetings and other hybrid working environments. We’ve shared tips on how to set norms in a past blog post, and companies have also published their own (e.g., Basecamp, GitLab ).
• Schedule regular check-ins with direct reports and stick to them.
• Create checklists and routines to ensure that workflow is consistent and standards are followed. At Social Impact Architects, we have “cheat sheets” for every routine exercise, and they make all our processes more efficient.

DON’T –

• Require employees to complete a project in one set way. Give them discretion to complete the work how they would like, as long as the end results are the same. However, you can still share examples or checklists to provide clarity around expectations.
• Use check-ins for status updates?—?they are more effective when used for individualized coaching. Ask employees what they need to perform at their best and respond accordingly. Don’t assume a one-size-fits-all solution will work for everyone.
• Underestimate the real feelings of isolation employees are experiencing. Whether they are introverts or extroverts, employees are likely feeling more cut off from resources, information and/or relationships. Regularly check in with them, not just on projects, but also on what they need in each of these areas and help them create solutions to feel more connected.
• Forget about team building . You can do many things to bring fun into a virtual setting, including icebreakers and chit-chat at the beginning of calls. Hold an office virtual happy hour. Host a “White Elephant Exchange” any time of the year.

RULES

In addition to norms, we also need to set rules to promote fairness, ensure safety and create uniformity. If you have clear rules, employees will say, “I know what’s expected.”

DO –

• Set expectations early and clearly. According to Gallup as well as our client surveys, most employees don’t know what is expected of them. This is even harder when working from home. I use the following project management formula: X + Y + Z = A Successful Project, where X is the work to be completed, Y is the quality expected and Z is the timeline needed.
• Establish and enforce safety protocols to protect the organization’s physical and technological assets.
• Designate 2–3 hours of time during which everyone works to have joint meetings and a good cadence of project management through emails and calls.

DON’T –

• Assume everyone is working 8:00 am?—?5:00 pm. With flexible work becoming the norm, the focus is less about traditional work hours and more about flexibility to complete the work.
• Assume everyone is available 24/7 by sending emails or texts outside of office hours. Respect their private lives and have established boundaries with every employee based on your work schedule and their preferences.
• Communicate the same way you did when you worked in the office. Hybrid leadership requires that your communications are more intentional?—?think about the best timing, method and approach to convey information and ensure it is understood and actionable.
• Be controlling and micromanage. It is your job to set the expectations and let your employee make their own choices about how to best accomplish the task.

TOOLS

Similar to the office setting, the hybrid work environment needs to be optimized and equipped with tools individuals and teams can use to be productive (e.g., Wi-Fi, laptop, phone, online project management tools). If you have the right tools for employees, they will say, “I feel equipped to do my job.”

DO –

• Give an allowance to work from home, so they can buy technology and productivity tools to help them stay on task.

DON’T –

• Assume everyone has the same level of technology expertise. Some people may need outside training to get up to speed on tools. Be sure to provide that added training so everyone is using technology with the same confidence.
• Adopt a tool, such as a project management software, for your team and then not use it yourself. Your engagement (or lack thereof) sends a strong message.

Whatever model your organization chooses, hybrid and flexible work is here to stay. And we believe social sector organizations are rising to the challenge. If you have additional thoughts and ideas about how to make hybrid/flexible work easier as a leader, please share your thoughts with us.