Hybrid Dilemma

So, four months after the W.H.O (always the last to know) declares the COVID pandemic over, where are we with the new normal? A bit confused, actually.

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Notably, most employers are at odds with employees over the matter of hybrid working. Staff engagement surveys around the world now have a new talking point, and employees are defining the agenda.

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Personally, I am conflicted when it comes to hybrid working. As a Boomer, I am excited by the probability that new generations won’t face the absolute tyranny of the ‘present’ workplace. The requirement to be visible at all times; arrive before the boss and leave after her … if you know what’s good for you. Being forced to add commuting hours to the beginning and end of each working day.

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However, working in organisational culture, I am reminded daily that companies just don’t work unless employees have regular human contact. As a species we need to network, form alliances and compete. We are genetically wired to seek out any intelligence that will help us to survive and prosper – from the gossip in the tea room to the rumours in the market.

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Back to the issue at hand – whether to enable hybrid working – the discussion will continue, and frustrations mount on both sides of the employer-employee relationship, until we apply some good old-fashioned leadership to the matter. This debate is a very good example of a situation where management skills will not help us, but leadership might. This is not about setting new norms and managing processes. This is about inspiring the right kind of effort.

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So, leaders, unless we stand up and define what the new normal will be for our own businesses, our employee culture will do it for us. And to quote Professor Edgar Schein, the original culture guru, ‘you may not even be aware of the extent to which it is happening.’

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Some thoughts from me, to help you focus on this pressing leadership challenge:

1. Some jobs, and some companies, will not benefit from hybrid working. Be clear about this.
2. Employees who are permitted to work remotely should qualify to do so. In your eyes they must be strong representatives of your company culture; known for being self motivated and diligent.
3. In a hybrid environment, staff who must come to the workplace should find a stimulating culture that makes them want to belong.  With opportunities to contribute more to the wider business and receive recognition for their efforts.

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Finally, once the new reality sinks in, let them decide whether they still wish to participate. And remember that no one is indispensable.