How to Lead in a Hybrid Environment

Hybrid work is here to stay (stating the obvious here).

So what effect does that have on managers?

A lot.

We all experienced working from home in the past few years and even with a push to come back to the office, things are never going to be the same.

And that's not a bad thing.

The last few years taught us that most work can be done from home.

Certain industries such as restaurants, healthcare, and manufacturing are nearly impossible to survive without on-site help.

But the vast majority of companies can be efficient working remotely as long as there is a structure in place.

Some had easier transitions than others.

For myself, I worked a job in the past where I managed my entire team remotely, so when Covid hit Zoom was something I was familiar with.

Others had it rough, but realize you are more resilient than you give yourself credit for.

Moving forward, let's focus on 3 areas to adjust your leadership style for location-based and remote work (basically a hybrid environment).

1. Clear Communication

If you weren't a strong communicator in person, you got exposed when your team started working from home.

We all took for granted the luxury of being able to walk to someone's desk if we really needed to get their attention.

Times changed and so have the mediums.

The adjustment you need to make as a leader is to have systems in place, specifically accountability.

Technology has opened the door to various options, but that also means miscommunication can happen even more.

Once you agree upon which channels to communicate on, make sure you check in and confirm you're both on the same page.

There's nothing worse than wasting energy arguing about two different goals.

Clarity is essential in communication and following an agreed-upon process will save you headaches down the road.

2. Connection

You and I were not created to work in isolation (yes, that includes introverts too).

Connection isn't about how many words are said, but how strong of an emotional bond and trust is established.

I'd argue to say connections are built through listening, not talking.

When managers ask more questions rather than give commands, higher quality work gets done.

Feeling "safe" at work boils down to how mistakes are viewed.

Will you be shown how to do it right next time or be reprimanded for doing it wrong this time?

This is not an excuse for lack of effort, poor communication, or denying responsibility.

It's about how to respond to mistakes effectively.

With the right manager-employee connection, ownership will be taken more often and teachable moments will plentiful.

The reality is errors are going to be made.

The question is will you create a learning opportunity from it?

The foundation for building connections is finding common ground.

Then with practice on different personalities, you'll gain a knack and establish a rhythm for creating it.

3. Management Style

Once remote work entered the scene as the norm, micromanagement left the room (shouldn't have been there in the first place).

If you thought micromanaging was hard work in the office, just try doing it virtually!

What working from home exposed was the focus should be on the results, not how you get there.

If goals are being met, don't question the means used.

If goals aren't being met, get down to the root of the problem (and make suggestions for next time).

The x-factor in management is the recipient's reaction, but as a manager, your job is to carry out a consistent procedure that is fair to all.

It's crucial as a leader to be self-aware, and know your style which includes strengths and weaknesses.

But despite your "default setting," evaluate what works with each individual (the size of the team does impact if that's possible or not).

Managing expectations is concentrating on what's being accomplished first, then making adjustments (if needed) later.

But going back to my initial point, the reason micromanaging doesn't work is that it lacks trust.

Essentially the 3 above-mentioned points lead back to trust.

Hybrid work raised the bar for leadership.

Managing people remotely is harder than managing them in person.

But let's not overcomplicate it.

What works in person basically works virtually.

Be clear, build connections and manage objectives.

Sure, there are other aspects of management to cover, but great leaders know you can't prepare for every situation that happens.

Part of being versatile as a leader means being flexible.

That applies to your knowledge base and willingness to try new things.

Great leaders rise to the occasion regardless of the changes happening around them.

Now it's time for you to step up and pass the test.