(Part 3 of 3)
So far in this series, we discussed some solutions to the challenges of communicating (Part 1) and connecting (Part 2) well in the hybrid work environment.
Remote work will continue to be a possibility for many as we continue defining and transitioning into the new business normal. Over 70% of recently surveyed workers indicate a desire to retain flexible remote work options as we go forward, but an overwhelming majority of those same people are also craving more in-person time with their teams.
Impact is more important than statistics, even when the impact reportedly varies widely (generally dependent on the resource you reference). This means it is up to us to learn to function at our best in this new environment, rather than rigidly hoping for “the good old days” to come back.
Even when the statistics are encouraging, the hoped-for results won’t manifest on their own. Though everyone agrees that how we communicate, connect, and support each other has a major impact on teams, the must-haves (what we need to move from projection to reality) start, and end, with the skills of the leaders; how they communicate, connect, and support their teams.
Most of us are less anxious about what it means to work remotely or in a hybrid environment, but the day-to-day may still feel a bit overwhelming, especially for the organizational leaders.
Offering encouragement and emotional support are important aspects of leadership. But how do we know if we’re on track? One way was found in a recent Deloitte Global Human Capital survey, where almost 2/3 of surveyed workers are optimistic that their relationship with their employers in the coming months will either become stronger or stay the same.
Other proof points may be found by looking for ways to make this environment a win-win situation. For instance, you may discover that the investment in planning for and providing flexible work hours more than pays off by providing greater support for clients and serving your employees’ families better.
Ways of proving surveyed employees right also include their leaders being willing to acknowledge stress, actively listen to the staff’s anxieties and concerns, and empathize with their struggles. Even better are leaders unafraid to share their own challenges.
We are in this together.
How are you thinking about your going-forward strategy? As part of the design, take into consideration the following questions or considerations:
- What are the benefits of being in the office versus having a remote team?
- Consider having conversations with your team members, individually and together, around alternatives, best practices, and ideas that may drive greater success.
- What are the challenges of working remotely? Of requiring in-person work hours?
- Have you identified a hybrid work schedule for each employee?
- How will the hybrid work plan be communicated to the team?
- If hours will be flexible, how will each team member’s availability be communicated to other team members?
- Whether in-person, remote, or both, what will be the impact of your work plan on customers, vendors, and and stakeholders?
Conducting business requires stability.
Leaders – how well do you provide it?
Conducting business requires stability – for employees, organizations, vendors, and clients alike – so a hybrid work plan cannot take a free-for-all approach. Connecting frequently, encouraging deeper conversations, being empathetic to individual needs, and understanding the why behind the requirement makes this process easier and less stressful for everyone. Understanding your employees at a deeper level allows you to better support their needs.
Leaders – you don’t have to go through this alone. I’m a strategic business consultant; I have tools and resources to help you through this planning, communication strategy, and implementation, and I’m here to help.
Let’s move forward. Together.
P.S. Book a Complimentary Strategy Session so we can get you moving in the right direction; click on my Complimentary Strategy Session calendar link here and let’s book a time together so you can get started today!
P.P.S. With over three decades of professional experience in corporate operations and executive human resources, I am a proven results-driven leader. My expertise includes strategy, change management, talent management and organizational development, employee relations, and executive and leadership coaching. I am a highly effective communicator and team leader with proven ability to build long-term relationships across internal and external customer environments built with integrity, confidence, authenticity, and trust.
 2021 Deloitte Global Human Capital Trends