How To Manage Teams Effectively

[Source image: Eugene Mymrin/Getty Images]

For centuries, managers have been befuddled by team dynamics, particularly why some team members hit it off in a heartbeat while others simply don’t. Moving from anecdotes to data-based best practices took humankind all the way until 2012, when Google embarked on a two-year journey to find an answer to what drives effective teaming once and for all.

What they found laid the foundations for modern corporate team building as we know it today.  The results of Project Aristotle, as Google called the study, are simple: After hundreds of interviews and two years of data-crunching, the study found that the best performing teams share five particular features in common, namely psychological safety, dependability, structure and clarity, meaning, and impact.

All of this sounds self-evident today, which is partially testament to how far and wide the findings have trickled down through MBA courses and leadership self-help books over the past decade. Some of Google’s findings were markedly more counterintuitive, including why consensus-driven decision making, co-location, individual performance, and extroversion seem to have little to no impact on their effectiveness.

Even though Project Aristotle wrapped up long before anyone had heard of the metaverse or quiet quitting, the study is well worth any manager’s time today. First, given everything we know of millennials and Gen Z, it’s clear that many of the five tenets that are driving performance have become only more important over time, particularly psychological safety, meaning, and impact.

It is equally clear that our workplaces have adopted practices that are failing employees miserably by over-managing for structure and clarity to the detriment of all other drivers of teaming success. Not knowing where employees are and what they are doing presents real discomfort. In response, many managers have doubled down on clarifying roles and processes in a way that would make Frederic Taylor look like a slouch.

Daily check-ins and check-outs, software assisted monitoring, and hourly production breakdowns have become increasingly prevalent ways for managers to regain a resemblance of control over their minions who might or might not be logging in from Aruba at any given moment.

At the same time, managers across disciplines have adopted Agile ways of working in hopes of replicating the successes the process has brought to the field of IT development in particular. There is much good to be said about Agile for good reason, but when applied with the wrong intentions, it can quickly turn into micromanaging on steroids.

The first casualty of over-compartmentalization and overmanagement of work is the ability of employees to self-actualize and find meaning and impact in their work.Omnipresent monitoring and hourly timesheets also wreak havoc on dependability, making it a matter of rote compliance instead of a carefully cultivated sense of trust and accountability.

Now to the good news: Hybrid, and full-remote workforces are absolutely compatible with effective teaming. Here are two ways to help you push the pendulum back toward a more balanced approach across the five drivers in case you find yourself having gone too deep on structure and clarity.

Trust

The first step is bringing trust back to the equation.The world didn’t collapse even though everyone worked from home, and your team will be just fine even if you don’t know exactly how many minutes your staff worked on any given task or how many keystrokes they produce per minute.

In fact, they’ll be far better for it. Leaning in on the flexibility and adaptability of modern ways of working will foster psychological safety and promote engagement and ownership in ways that will have far greater dividends than monitoring and oversight ever could.

People are fundamentally reciprocal, and the best way of building trust is to exhibit trust. One particularly effective method is for managers to focus on setting goals and milestones and giving the team the autonomy to seek out the best way to accomplish them. Tolerating failures and the occasional missteps is critical for making the autonomy feel real, and it goes a long way in making employees feel safe to explore their roles.

Another equally powerful method is to transform stands-ups and check-ins from reporting to supporting events. Recasting regularly scheduled meetings as opportunities for helping team members overcome blockers instead of simply checking on progress made is by far one of the most powerful moves a manager can do to breed trust and self-actualization.

Co-location is another practice that is ripe for transformation. Biting the bullet and going fully flexible might feel risky, but there is no reason to believe that any arbitrary pre-established mix of in-office and at-home days works better than allowing teams to find the norms that work best for them.

Trusting your teams to work effectively from wherever they are is the right choice in particular because of how it immediately casts dependability in terms availability and outputs instead of physical presence.

Instead of the default option, the office should be recast as an enticing alternative to which teams naturally gravitate to when they need to share physical spaces for collaboration and team building.

Brown bag seminars, in-office baristas, and a few Pelotons can go much further than you think, and putting the emphasis on tangible moments of collaboration is key.

Self-actualization

Second, you should ensure that the roles and processes set in place leave space for self-actualization and personalized ownership of one’s work. If you’re using Agile, be cognizant that a 100-meter dash doesn’t come anywhere close to the sense of meaning and impact that running a marathon brings.

Not everyone’s work will be foundational, but everyone’s contributions should feel necessary and acknowledged as contributing to goal deeper than wrapping up a two-week work package. The trick is to make sure that even when working on their own units each employee can visualize a clear pathway from their work to the grand “why” of it all.

This is where the importance of setting goals mentioned earlier becomes particularly clear. The best thing a manager can do when running multiple sprints is to maintain a cohesive narrative of how the work contributes to the larger organizational goal.

Often this means distilling vision statements, contractual milestones and even change requests into meaningful arguments about why the work we do today matters. This may not always be simple to pull off, but who said being a good manager was supposed to be easy?

Ultimately, what particular steps you end up taking matter far less than the sincerity of your commitment to making effective teaming a priority for your organization. As for now, it’s more than likely to be pushing back on the overemphasis on structure and clarity.Alexander Puutio is an adjunct professor at NYU Stern where he explores the interplay between business leadership and our society at large.

By Alexander Puutio

Source: How to manage teams effectively

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5 Best Practices For Startups With Virtual Teams

Getty Images

Running a remote startup has huge cost advantages over traditional, brick-and-mortar companies, but it also comes with a few downsides. For one, it can be challenging to get virtual teams on the same page if you are miles or continents away from each other.

Without face-to-face interactions, you’ll have to contend with issues regarding collaboration, communication and the individual productivity of members. The good news is, there’s no shortage of strategies and tools out there that can help you overcome the distance barrier when it comes to working with a virtual team. Below are some of the top practices you need to follow as a remote startup:

Hold regular virtual meetings

Just because you’re exempt from the nuisance of seemingly non-stop meetings in-office doesn’t mean you should abandon them entirely. It’s easy enough to use virtual meetings to level up your remote team’s collaboration.

Virtual meetings will enable you to concoct solutions to problems quickly, maintain rapport, ensure everyone’s aligned on all fronts, make important business decisions, and develop more concrete goals as a team. For startups, it’s also a great way to provide motivation as you kick off your very first project.

A webinar platform like ClickMeeting eliminates most of the technical hurdles involved with regular virtual meetings. You can manage users, prepare your content, issue invites and even customize the look of your webinar room, all through the simplified setup page.

ClickMeeting is also equipped with a number of interaction tools, such as screen share, polls and live chat. These are helpful for accelerating the knowledge sharing process as well as maintaining the engagement of webinar or meeting attendees.

Use powerful communication tools

Many startups settle for email as the primary means of communication. Sure, it does the job of sharing feedback and important work details. But when it comes to keeping a remote team engaged, emails do little to nothing.

Let’s face it; an email inbox isn’t really the best place to discuss work-related matters. Not only are there social media notifications and newsletters to distract you, but emails also make it difficult to track the progress of ongoing tasks.

A better solution is to use a communication tool like Slack, which creates a virtual “workspace” where team members can discuss specific topics. It works by letting users create channels for pretty much everything — from ongoing campaigns to random conversations.

By organizing conversations into channels, you instill purpose whenever team members communicate online. Slack also makes these sessions beget more actionable results with the help of third-party integrations, like cloud storage services, project management apps and automation platforms.

Organize your tasks visually

Effective communication is only a piece of the collaboration puzzle for remote startups. Remember, discussing and monitoring are two very different things. Once you have finalized the tasks to be done, you need to organize and track them in a way that’s accessible to everyone involved.

A collaboration tool like Trello is the simplest you can get when it comes to visual task management. Put simply, it lets you organize individual tasks into “cards,” which are then sorted into lists.

Trello also allows you to assign cards to team members, set deadlines and apply labels. Everything can be done via the intuitive, drag-and-drop interface. It’s also worth noting that most of Trello’s core features are already made available for free.

If you want, you can go for a more comprehensive project management platform like Basecamp, which incorporates advanced community and communication tools. But since you already have Slack for that, a premium platform is only worth the price if you plan to consolidate everything in one place.

Streamline file-sharing with cloud storage

At this point, you now have a few tools you can use to share and work on files with your remote team. Trello, ClickMeeting, Slack — all of these tools allow you to upload files as attachments. However, none of them is capable of synchronizing changes in real-time.

As a result, it can sometimes be hard to get a hold of the latest version of a certain file. Cloud services such as Google Drive solve this problem by enabling users to seamlessly work on files without having to download and re-upload them. It goes hand in hand with the rest of their “G Suite” apps, like Docs, Sheets and Calendar.

Docs and Sheets, in particular, allow users to edit a document simultaneously — given they have adequate access privileges. They also have a “Version history” tracker that lets users easily restore previous versions of a document.

Plan casual hangouts

If you’re considering working together for the long-term, the least you could do is to really get to know your team on a more personal level. Doing so will help you get a deeper understanding of their strengths, work habits, preferences and so on. This also builds accountability between members, which in turn, leads to a more nurturing and productive company culture.

While there’s no specific way to do this, below are some ideas you should consider:

  • Book a coworking space
    If your remote startup’s members are within driving distance from each other, book a coworking space where employees can be productive together.
  • Attend events together
    To make your meetup as meaningful as possible, try looking for events you can attend and plan a group activity afterward. There are bound to be seminars, speaking engagements, and other events relevant to your niche — some of which can be found on social networking sites like Facebook or LinkedIn.
  • Use Google Hangouts
    You know that distance doesn’t have to be a hindrance to relationship-building. As such, don’t hesitate to initiate impromptu conversations on Google Hangouts or any other similar platform.
  • Plan a company retreat
    It may seem like a long shot for brand new startups, but a company retreat is more than possible if the time is right. Buffer, for example, shared a number of valuable tips on how they successfully held a weekend getaway with over 90 remote team members.

What’s next?

There’s no doubt that running a startup with a remote team can be quite overwhelming. However, with the right tools, strategies and attitude, you’ll be able to increase your chances of succeeding despite all the roadblocks that you need to address.

Source: 5 Best Practices for Startups With Virtual Teams

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When and How To Say No To Extra Work

Yann Bastard

With more and more teams being understaffed, chances are you’ve been asked to take on more work. Top performers are a prime target for additional requests. But you need to be careful about what you agree to take on. In this piece, the author outlines when it’s best…

Consider your average work week. What percentage of your daily tasks fit into your job description? If you’re like most high-achievers, chances are that over time you’ve assumed many responsibilities outside your main scope of work. But how much do these new obligations contribute to your professional advancement versus running you ragged?

In the wake of the Great Resignation, quiet quitting, and major layoffs, many professionals are being asked to do more with less. When organizations are understaffed, the workload is typically redistributed to remaining team members. While an increase in scope can temporarily boost individual commitment and performance, in the long-term it can lead to burnout and hurt the organization’s results as a whole.

Top performers are a prime target for additional requests. Not only do they enjoy a challenge and the opportunity for growth, but in my experience as an executive coach, I’ve found many high-achievers are motivated by a need to please and to earn the proverbial gold-star for going above and beyond.

Take Irene, a project manager whose team headcount was recently reduced by 15%. Kind, generous, and loyal (sometimes to a fault), Irene wanted to look like a team player and to ease her boss’s stress at this moment of crisis. She volunteered to assume three major initiatives within 48 hours of her colleagues’ departure, rendering her over capacity. Irene soon found herself living at work, moving through each day with a cloud of dread hovering over her head, unable to find time for herself, family, or friends.

While there’s typically nothing wrong with pitching in to help when the organization or your team is short-staffed, you need to make sure you’re saying yes for the right reasons. If you’re someone who, like Irene, tends to agree to every additional request that comes your way, here’s how to gauge when it’s appropriate to push back and how to do so with grace and professionalism.

Say no when … your primary job responsibilities will suffer. 

Let’s say you work on the product team, but you’ve been asked to help with marketing. You may soon find yourself spending so much time reviewing promotional material that your primary job responsibilities — things like user research or strategy — suffer.

If an assignment would detract from your core responsibilities or would compromise your ability to consistently deliver high- quality work without any significant upside in terms of learning or skills acquisition, it’s best to decline and focus on what’s already on your plate.

Avoid saying, “Sorry, this isn’t in my job description.” A better approach is to use a strategy known as the relational account, or explaining why your refusal is in the best interest of everyone involved. Put simply, this means you say “If I helped you, I’d be letting others down.” Or more specifically “I would be unable to do a good job on your project, and my other work would suffer.”

Research shows that this strategy can help you be viewed as caring and conscientious. For example, you might share, “I have to say no, because if I devoted time to marketing activities, then we’d miss several key product launch dates and our revenue goals would suffer.”

Say no when … it’s someone else’s work.

In an age with matrixed teams and highly collaborative workflows, it’s easy to get sucked into doing work that isn’t your job, like the sales rep who finds themselves fielding customer service calls. Irene, the project manager whose story I shared earlier, found herself being dragged into solving issues their director of operations should have been overseeing.

She approached her boss to find a workable compromise and explained: “It’s not possible for me to continue executing these operational duties, nor is it within my purview. Continuing to do so only creates confusion. I’m happy to put together detailed documentation so that the operations team can take over.”

If you don’t mind doing the additional work or feel it contributes to your growth in a meaningful way, clearly outline what you expect the new responsibility will result in, such as better assignments in the future, a move toward a promotion, or a mention at the board meeting. Consider a compensation adjustment to reflect your added value. You could say, “For the last six months, I’ve assumed responsibilities A, B, and C. What’s the best way to ensure my compensation is commensurate with my increased scope?”

Say no when … there’s no clear exit strategy.

Only take on additional responsibilities when you understand the full scope of what’s involved. You want to avoid miscommunication down the road and you don’t want it to be an open-ended arrangement. Perhaps your boss asks you to participate in a new initiative. Get specifics. How long will you be needed on the project? What meetings will you be expected to attend?

If after receiving clarity, you determine it’s not a fit because the opportunity of saying yes is too great, you can lead with gratitude and say, “Thank you for the opportunity. It sounds like an interesting project, but it would be out of integrity for me to commit to it knowing I wouldn’t have the bandwidth or resources available to achieve the goal.”

You might also offer to help in some smaller way. Could you attend brainstorming meetings or agree to consult on drafts of the business plan? Pitching in where and how you can proves you’re a do-er and shows you’re a team player.

Say no when … the ask is unreasonable.

Maybe senior leadership has requested a business plan from scratch within two business days. You know that’s not possible, but what do you do? Try a positive no, which allows you to protect your time while still furthering the relationship. In response to senior leadership’s request, you could explain what you can get done in the time allotted. For instance: “It’s not possible to deliver the entire report by Friday afternoon.

What I could do is have a first draft of section one. How does that sound?” Or, you might offer to adjust the timeline, saying something like, “I hear this is important. Friday isn’t possible, but I can have everything for you by Monday afternoon.”

Perhaps you offer to introduce the person to a coworker who can help or a contractor they could hire. This may sound like, “This isn’t my zone of expertise, but I’ll email you the name of a colleague who I would suggest working with.”

You can’t say no to everything, but saying no for the right reasons can help you feel more confident and empowered.

By: Melody Wilding

Source: When — and How — to Say No to Extra Work

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Related contents:

D’Angelo Russell’s ‘Extra Work’ Results in Breakout Game SLAM

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Four Ways To Create a More Inclusive Workplace

Getty Images (Image credit: Getty Images)

If diversity means celebrating our differences we must respect and value a balanced range of perspectives and ensure we have a range of different voices in our team that are equally supported and heard.

Corporate culture, like many other parts of our patriarchal societies, have been designed with the lived experience of straight, white men in mind. But what about the rest of us? What efforts can we each make to turn our offices into environments where all professionals, regardless of their background, can flourish? Here are four ways to make work more inclusive:

1. Take stock of the identities that dominate your office

Research shows our lived experiences shape everything from how we think about the world to our motivations and cultural behaviours. Is there a particular type of person that’s well represented across the leadership team and beyond? If so, how could that dominant identity group impact company culture and views?

What risk is there that certain perspectives represented amongst your customer or client base are being missed due to your team make up? Spark up conversations with your team about whose voices matter to your work but are not represented in the team. Think of ways to expand your community and outreach to include these voices.

2. Recognize where you have privilege and therefore blind spots

Professor Michael Kimmel famously said, “Privilege is invisible to those who have it.” That means that privilege i.e. unearned advantages we gain through our identity, which we have no choice over, can be difficult to discern unless we actively consider the experiences of other people in our society who don’t share the same opportunities, choices and other advantages we have.

For example, as a cis gender heterosexual woman I have never had to experience the anxiety that comes with using a restroom in public buildings, or fear violence when walking hand in hand with my partner on holiday in exotic countries.

3. Get comfortable with being uncomfortable

Look at the tragic events we’ve witnessed these past few years from the murder of George Floyd to the fatal shooting of Chris Kapa, both at the hands of the police. And let’s not forget the death of Belly Mujinga, who passed away from coronavirus which she contracted after an infected passenger spat at her at the station where she was working.

It is undeniable that our identify has a huge impact on how we navigate the world, and it has a huge impact on how others treat us. This is an uncomfortable truth that we must engage with regularly so we can take action to make the world more fair and equitable. Be willing to challenge racism, and other forms of discrimination wherever you hear them or see them.

4. Focus on your vision of the future

Fighting for equality and fair treatment of all identities takes guts. It’s not easy. The more you become aware of privilege and discrimination, the more you will see it play out in everything from the media, think about toxic headlines in the newspapers, to banter at the office, think of the types of jokes you’ve heard that made you stop and think. What has helped me do the work I do, challenging bias wherever I see it, is focusing on the future.

In the future I want to see more women especially Black women and other women of colour, leading teams and companies and really – doing whatever they want. Without the obstacles they face today. I wish this for all marginalised identities underrepresented at work everywhere.

Abadesi Osunsade is the Founder and CEO of Hustle Crew, a careers community for the underrepresented in tech and a diversity and inclusion consultancy on a mission to make teams more inclusive. Hustle Crew Membership is for anyone who wants to be an inclusion ambassador in their community, with weekly resources and monthly workshops to teach you how to drive change from £12/month. 

By: Niamh McCollum

 

Niamh McCollum is Features Assistant at Marie Claire UK, and specialises in entertainment, female empowerment, mental health, social development and careers. Tackling both news and features, she’s covered everything from the rise of feminist audio porn platforms to the latest campaigns protecting human rights.

Source: Four ways to create a more inclusive workplace | Marie Claire UK

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Critics by University of Massachusetts Global

As you analyze your own company culture, you’re likely wondering if your team has cultivated a positive or negative experience for your employees. If your company has difficulty attracting top talent or exhibits low employee morale, McCusker says these could be signs that your workplace culture needs improvement.

“I absolutely believe you can reverse a negative company culture — however it takes a lot of work, and likely some significant changes,” she adds. “It’s not a project, it’s a movement.”

Creating a positive company culture: 4 Expert tips

McCusker explains that the key to creating a positive work culture is knowing that it cannot be reverse-engineered. What works for one company, she elaborates, can’t be authentically replicated elsewhere. This is because workplace culture is not something that’s owned.

“It is the result of millions of little decisions over the lifetime of a company,” she says. “Because it’s organic, it will quickly change when left untended.”

As you strive to cultivate and maintain a positive culture within your organization, consider the following four pieces of advice from our business experts.

1. Identify your organization’s core values

While there’s no surefire recipe for achieving positivity within your work environment, every organization can benefit by analyzing a few key aspects of its identity. Sam Pardue, CEO and founder of window insert company Indow, highlights three cornerstones of a positive work culture: mission, vision and values. “They are simple, but hard to execute in a credible way,” he says, noting the following about each:

  • Mission provides the intrinsic motivation which makes employees excited to accomplish great things at work.
  • Vision helps them understand the destiny they are helping to create.
  • Values are the ways everyone agrees to work together.

If you hope to build up an employee base that is passionate, engaged and productive, begin by identifying a foundational mission your workers will find exciting.

2. Establish trust by representing those values

Culture coach and consultant Lizz Pellet notes that workplace culture travels from the top down. “Leaders create culture,” she says. “How members of a group take their culture cues is the way they see and perceive how the leader behaves — so what leaders focus on is critical.”

Pellet explains that if an organization’s leadership team is employee-focused, empathetic and authentic, it will send a calming message to employees that their leaders are there for them. That can help keep help improve engagement, productivity and even profitability.

McCusker agrees that cultural representation among leadership teams is crucial: Having a positive culture means seeing leaders at all levels living the values out loud. “It means having an employee experience that, at all touch points, is reflective of the company’s beliefs and values,” she adds.

3. Maintain clear and consistent expectations

One element most all of us need to achieve a sense of harmony is consistency. While teams across industries strive to achieve innovation in their product offerings, predictability is actually something many employees seek in a positive work culture. Pardue says it’s critical that your workers are able to fully grasp what’s expected of them.

“Employees want to know what the rules are, and that they will be enforced equally and in a predictable way,” he offers. “Unpredictability in management actions causes contempt and distrust — and ultimately destroys the culture.”

McCusker agrees that maintaining expectations at every level is essential. “I once heard a CEO say that if you are not willing to fire your top performing employee over behavior that is inconsistent with the culture, then your culture is not very strong and you do not truly believe in it.”

4. Ensure your employees feel valued

Creating a positive work culture isn’t simply about workplace happy hours and catered Friday lunches, notes senior partner at Partners in Leadership Jared Jones. “Real culture is rooted in an employee’s daily experiences, which in turn shape their beliefs,” he says. “These beliefs inform their actions, and actions lead to results.”

One survey from the American Psychological Association (APA) found that over 90 percent of employees who feel valued at work say they’re more motivated to do their best. That drops to just 33 percent among employees who don’t feel valued by their employers.

“Companies led by executives who create positive experiences by consistently offering and asking for constructive feedback, recognizing employees’ efforts during company meetings and even just saying ‘thank you’ on a regular basis lay the groundwork for a positive workplace culture,” Jones explains. He adds that the more employees see this type of behavior, the more valued and connected to the organization’s goals they’ll feel.

Build a positive workplace culture

Investing in your organization’s wellbeing calls for an honest assessment of your company ethos. Take time to analyze what’s working and what isn’t. Then, let the insight from our business experts guide you in creating a positive work culture that can support your organization’s future success.

Once you lay a good foundation, it might feel like the sky’s the limit. You can learn to harness that energy and funnel it into positive results from the beginning by setting goals that are both challenging and attainable. Learn more by reading our article, “How to measure organizational performance: The secret to effective goal setting.”

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Related contents:

MPs to examine civil service office plans amid ‘seismic shift’ in working culture Civil Service World

There are 7 types of bosses, says workplace culture expert—and only 1 is worth working for CNBC

 
 
 
17:09 Wed, 05 Oct
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Understanding And Managing The 4 Types Of Hybrid Workers

Hybrid work isn’t a one-size-fits-all proposition. Here’s how managers can better understand and support different preferences and attitudes across their hybrid teams.

The conversation between business leaders and employees about long-term hybrid work plans is a complex one. We’re trying to answer some really big questions: How is our in-person time best used? What tools do people need to succeed, wherever they are? How do we build a sustainable hybrid system?

As we strive to address these big-picture challenges, managers overseeing day-to-day operations are struggling through a messy middle ground. Every day, they’re tasked with guiding different types of employees in an entirely new (and often shifting) work environment that affects individuals differently. Managing hybrid work today can feel like trying to cross a bridge that’s still under construction.

To understand how hybrid work is affecting people, we commissioned a global survey with Economist Impact. One of its central findings was that 77% of hybrid workers agree that their managers need more specific training on managing hybrid teams. To help address this training gap, we took a deep dive into the Economist Impact research and coupled our findings with proven best practices at Google. With the right tools and guidance, hybrid teams can be successful and drive impact together, no matter where teammates work.

Discovering the four types of hybrid workers in your organization

Economist Impact recently categorized employees into four segments based on their relationship to hybrid work: evangelists, pragmatists, fair-minded, and undecided. Interestingly, employees did not fall into categories based on neatly predictable criteria like role, seniority, or industry. Instead, the primary driver was more personal: how hybrid work affects their everyday lives. The study found that feelings about hybrid work are often determined by factors like need for child care, length of commute, and personal work styles.

Here’s a look at the four types of hybrid workers identified by Economist Impact, coupled with tips for managing each one.

The evangelist: Happy with hybrid. They want to sustain the current model.

As you might guess from their name, the evangelists (24%) are the most optimistic about hybrid work and typically very satisfied with the policies, technology, and social dynamics already in place. Many work fully off-site. At Google, we have long had distributed teams who are central to our organization, so we recognize many hybrid work evangelists in our midst by their enthusiasm, productivity, and loyalty. The system is working for them.

The questions we are always looking to answer are: how do we make sure that our most satisfied employees stay that way, and how can we tap into their enthusiasm to help their colleagues see the benefits of a hybrid structure? Here are a few ideas:

  • Empower them to keep working in a way that supports their natural productivity, using centralized tools like Google Drive for easy collaboration and shared calendars so coworkers can clearly see their schedules and availability.
  • Invite them to share their best practices company-wide by creating and moderating Google Spaces dedicated to hybrid work tips, work-from-home hacks, and more.
  • Keep them engaged through short Google Meet check-ins on a quarterly basis, with the agenda focused on how hybrid work practices are functioning and whether improvements can be made.
  • Offer continuing support by making sure they have the right technology, especially if they work fully off-site. Ask: “Is technology helping them stay in the mix across all the ways and places that hybrid work happens?”

The pragmatists: Optimistic, but facing challenges. They need to be heard.

The largest segment identified by Economist Impact were pragmatists (39%), a group who is optimistic about hybrid work, but experiencing significant challenges with it. Their sentiment can be summed up as, “Yes, but …”. Meaning that they want hybrid to work, and they want to be a part of making it work, but they don’t think it’s working well… yet. Pragmatists feel that their organization’s new policies don’t incorporate enough employee input and are more likely to feel these policies are unfair.

Pragmatists are also concerned with blurred work-life boundaries. This demographic includes workers who have less location and/or time flexibility, so they may not be experiencing significant benefits of a “flexible” workplace. Here are some ways to support pragmatists:

  • Gather input by creating an anonymous survey using Google Forms. Ask what’s working or not about hybrid schedules, team processes, technology tools and training, work-life balance, etc. Repeat these surveys at regular intervals to ensure that pragmatists’ voices continue to be heard.
  • To improve flexibility while ensuring collective team work, agree on “core work hours” in which teams determine daily hours when they will typically be online and meetings will take place. Offer flexibility around the “non-core” hours for focused individual work or personal needs such as medical appointments or taking children to school.
  • Enhance transparency and shared understanding across the team about each others’ preferences and schedules using Calendar features like working location and focus time.
  • Enable teams to communicate and collaborate across locations and time zones through shared comments in Docs, Sheets, and Slides.

The fair-minded: Feeling good, hoping for continued cultural change. They want to improve the dialogue.

Most concerned about employee wellbeing, fairness, and inclusion, the fair-minded (23%) report an overall positive impact of hybrid work on their lives. Whereas the pragmatists express a “Yes, but…” sentiment, the fair-minded express “Yes, and…”. They like where this is going, and they want more. Over the long term, they are hoping for greater flexibility in their location and work schedule. They believe that better communication and collaboration will strengthen the culture of trust in the workplace and benefit everyone. Here are strategies for managing the fair-minded:

  • Foster social connection by adopting platforms specifically built for inclusivity and get creative in using them – it’s OK to have fun! Choose thematic backgrounds or break into small groups for a quick icebreaker before a meeting.
  • Build an inclusive environment by providing opportunities to bond at in-person events devoted to mentoring, discussion, and socializing.
  • Keep people informed via a “hybrid-work hub” on Google Spaces where management can share the latest policies and employees can ask questions.
  • Strengthen the culture of trust by shifting toward impact-oriented performance evaluations.

The undecided: Craving connection, direction, and better technology. They need to hear from you.

At 13%, the undecided may represent the smallest number of respondents, but they’re a group that need significant support. Why are they undecided? Overall, it’s because they’ve yet to experience significant benefits from flexible work. They’re more likely to be at organizations that have not issued formal hybrid policies, so they’re working in uncertain environments.

This group also reports higher rates of technology challenges, suggesting that they haven’t been equipped with the right tools to connect, collaborate, and communicate remotely. And finally, many are frontline workers who have suffered from limited social interactions or extra strain during the pandemic that has affected their mental health.

With so many challenges, it’s not surprising this cohort is the least confident about the future. Strategies for meeting the needs of the undecided include:

  • Clarify your hybrid policies through active communication. Consider hosting regular “re-onboarding” video calls with small groups to make sure everyone understands hybrid policies and gets training on new processes or tools.
  • Strengthen their sense of belonging with clear, inclusive updates on company wide projects and achievements via Google Meet video conferencing. Use the Q&A function so employees can ask questions and everyone can see answers, or conduct live polling to survey a specific topic. Follow up your meeting with an email recap for those who could not attend.
  • Help teams communicate and collaborate better with instant communication tools like Spaces in Google Chat, which keeps conversations about scheduling, shared tasks, and files together.

Let’s make it work

As leaders, it’s important to understand and acknowledge your team members’ different experiences of hybrid work. Do you know which of the four types your employees fall into? Taking the time to engage with them and learn their preferences allows you to shape policies while also making decisions that help the organization get work done. A thoughtfully planned hybrid work structure can adapt to individual needs, connect distributed workforces, and, ultimately, strengthen your organization. While our global shift to hybrid work was born out of necessity, we can use it to provide opportunity for every type of worker.

Vice President, Digital Work Experience

Source: Understanding And Managing The 4 Types Of Hybrid Workers

Related contents:

Insta360 keeps hybrid workers in the frame with gimbal-packing 4K webcam New Atlas

New Congressional Bill Would Create Hybrid Job Classification for Gig Workers – But is Already Facing Stiff Opposition JD Supra

19:41 Tue, 02 Aug
11:19 Fri, 29 Jul
04:50
02:37
20:09 Wed, 03 Aug
20:09 Wed, 03 Aug
Remote work is the norm, but not so much for leaders. theHRDIRECTOR

09:41
00:22
20:44 Wed, 03 Aug
20:32 Wed, 03 Aug

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