Leading a hybrid team

One of the most important things you can do as a leader is to be aware of the perspectives of the people you work with.

The actions of leaders are magnified, so try to build self-awareness as you consider how your attitudes and behaviours are seen and felt by others.

In adopting hybrid working we need to pay particular attention to social and power dynamics. It's important that everyone feels part of the team, whether they work remotely or not.

Bring your team closer together

There are some easy ways you can bring your team of remote and office workers closer together:

• make an effort to engage the whole team in how well things are working
• allocate work and make decisions fairly, and where possible in whole team meetings or Teams chat groups. Avoid doing these tasks during an informal chat in the staff kitchen where only a few members are there to take part
• consider changing up the days you come into the office (where possible) so you interact with as many teams members per week as possible
• set a regular date where all team members are in on the same day
• be mindful of social inequalities and strive for an inclusive team dynamic that does not penalise those of a certain gender, disability or culture

When you evaluate your team, prioritise a person's performance over their physical presence.

Building a shared team identity is a positive step towards improving outcomes and attitudes. Try to:

• communicate openly and create opportunities for open discussion
• be flexible and creative
• build trust and psychological safety. The ability to openly discuss and challenge the way things are done will be key to your success as a team
• try new things out and don't be afraid to make changes
• encourage feedback on what's working well and what could be improved
• set clear objectives that are focused on outcomes so that everyone on your team understands what's important in their role
• be inclusive. Even if some people are in the office, always hold team meetings online to be fair to everyone
• reflect on your own preferences and practices – be a good role model for your team
• watch for signs of stress from your team and help people prioritise what's important
• look for ways to enjoy connecting with your team and bring some fun into the work day

Ask your team members:

• how they feel about adopting hybrid working as a team
• what they're excited about
• what they think will be challenging
• what they'd like to change

Support new team members and roles that require greater supervision

It can be tough starting in a new role and in a new organisation. Joining a team that operates in a hybrid way can bring more challenges.

As a leader, you must consciously factor this into your onboarding plan that makes sure the new employee:

• is introduced to wider team members
• starts to build social connections
• has enough clear direction to be able to do their role.

Asking another member of the team to act as a 'buddy' who can answer informal questions can be helpful.

During the onboarding, try to focus on combining the use of digital technology but with human physical interaction so that a new joiner has the best experience on joining ECC.

You can use the Employee Onboarding Handbook and the Onboarding Guide for Managers to help you.  They give guidance on how you can help new joiners feel connected to the team and part of a community, which will support them to feel more confident in their new role.

You should make sure your new team member has access to the right learning resources and experiences, whether they work mostly at home or in the office.

If possible, try to make sure you're in the same shared space with a new starter a couple of times during their first week. 

Think about the types of roles you have in your team and which of these need more  supervision and support. Think about how you will provide this, for example, through more regular check-ins either virtually or together in the working environment.