Of the many leaders I’ve worked with who are adopting remote/hybrid working, the vast majority wanted to explore the same things.
- Logistics, space and technology
- Delivery and performance management
- Communication challenges
Now these are of course central points which do need to be addressed. But working without being together every day has much wider implications for organisations, leaders and their teams.
Here are three issues that I think many organisations should be considering, and some suggestions.
1. Proximity bias: out of sight, out of mind?
We have a natural tendency to like the people we spend more time with – but in a hybrid workplace it can be a big problem.
There’s a risk that decisions on development opportunities, high profile projects or promotion chances are affected by the frequency/intensity of in-office contact with managers. This leads to poor decision making and damages morale.
Also, if there is an overlap between team members who primarily work from home and those who are disabled, carers or anyone who doesn’t already feel included, then there is a significant organisational risk around equity and inclusion.
Solutions: Avoid proximity bias by keeping everyone in mind.
- When making decisions about allocation of work and development opportunities, don’t fall for the bias of ‘most in sight, first in mind’
- Focus on individual strengths. What is the unique combination of strengths that each person has? Who is best placed to meet the task requirements?
- Communicate opportunities fairly. Give everyone an equal chance by telling them by email/messaging and giving a deadline.
2. Isolation: home working or lonely working?
Plenty of people love remote working and cherish the self-determination and flexibility. For others however, the lack of consistent social contact can be isolating and impact on their wellbeing.
Solutions: Tackle isolation proactively
- Ask questions. Don’t end at ‘How are you?’ ‘Oh, I’m fine’ – be prepared to go deeper. Each person’s circumstances are unique and ever-changing, so don’t assume everything is always okay.
- Use work activities to build and maintain links. Develop sub-teams, special projects and assignments, inter-team challenges, build mentorship pairs and triads. Align activities with people’s strengths for maximum effectiveness.
3. Loyalty: are your staff connected and motivated?
As teams are no longer consistently all together in the office, many staff – and the younger or newer ones in particular – report a lack of connection to the organisation. This disconnection can damage motivation, loyalty and staff retention.
Solutions: Take steps to encourage engagement
- Make people feel part of the organisation to increase motivation, empowerment and staff retention.
- Communicate the purpose. Tell people how they fit into the big picture, what role they play in meeting goals – for the team, department and organisation.
- Explore positive meaning. The organisation is not the building, it is the people who work there or benefit from it, or use its products and services. Actively talk to your team about the collective and individual contribution they are making and the difference their work makes.
