Leading Hybrid Teams in a Shifting Work Environment

Many companies are reducing the amount of remote work allowed, shifting the balance of their hybrid work policies toward more time in the office, though most still maintain some level of flexibility.. 

Disney has required its employees to be in the office four days a week, while J.P. Morgan, the global financial services giant, has mandated at least three days of in-office work since April 2023. Now, Amazon is moving even further, asking its employees to return to a full five-day office week, reinstating its pre-pandemic policy. (Source)

The trend is clear: many big companies are requiring more time in the office, moving away from the hybrid or fully remote setups that became common during the pandemic. Leaders must adapt strategies to maintain the status quo and build a strong workplace culture in this new environment.

Effective leadership in a hybrid setting requires a unique approach, and organisations can empower leaders by redesigning their development programmes with hybrid-specific insights.

This blog post explains why leadership development must evolve to meet the unique demands of hybrid workplaces. Balance the changing needs of remote and in-office employees with leadership development programmes that keeps everyone aligned with your organisational goals and fosters a positive and inclusive work culture.

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What is hybrid working?

Hybrid working is a flexible arrangement where employees split their time between remote and in-office work. This setup provides the benefits of both remote and in-person collaboration, offering flexibility in work times and locations while still maintaining face-to-face interaction with colleagues. 

The specifics of hybrid working can vary greatly depending on the organisation and team’s needs. For instance, it might involve employees working remotely two days a week and in the office for three (like J. P. Morgan), or it might involve a more flexible approach where employees can choose their work location on a day-to-day basis depending on their tasks and personal preferences.

Key features of hybrid workplaces:

• Flexibility. Employees can choose where they work, often based on their tasks, preferences, or needs. Some days, they might work from the office, while others might work remotely.
• Scheduled days. Some companies set specific days when employees must be in the office, while others are more flexible or remote (like Disney and J. P. Morgan).
• Technology-driven. Hybrid work relies mainly on digital tools and technology to maintain communication, collaboration, and productivity across different locations.
• Customised arrangements. Hybrid work can be customised to fit the needs of individual employees or teams, allowing for a more personalised approach to work.
• Leadership. Successful leaders in hybrid workplaces adjust their style and approach to building alignment and focusing on outcomes.

A fundamental positive aspect of the hybrid workplace is its opportunity to create more diverse teams. This enables organisations to explore new approaches to performance and culture. For instance, teams with individuals from different locations or backgrounds can bring diverse perspectives and ideas to the table, leading to more innovative solutions and a richer work environment.

Our research “Teamwork in Hybrid Teams” by the London School of Economics sheds light on the dynamics of hybrid teams, revealing five essential factors to enable them to thrive:

1. Teamwork. Effective collaboration among hybrid team members is vital for achieving goals and maintaining productivity in flexible working models. Hybrid teams recognise the importance of teamwork more than face-to-face (F2F) teams, which may take it for granted without genuinely valuing (or demonstrating) collaboration.
2. Leadership gap. The research identifies a need for strong leadership to bridge the gap between remote and in-person team members, ensuring cohesion and direction. The shift to hybrid has led teams to learn new ways of working and revealed gaps in our leadership skills and behaviours that require ongoing practice.
3. Openness. Encouraging open communication and transparency builds trust and engagement among team members, regardless of their physical location or working arrangement. Hybrid teams value straight talking and openness more than F2F teams as they recognise the need to clarify communications. Teams should define new communication styles and rhythms to enable them to develop a shared vision and avoid misunderstandings.
4. Connections. Building and nurturing connections between team members, virtually and in person, enhances collaboration and strengthens relationships within the team. Hybrid working has led to a tendency to focus on the task at the expense of connection. Hybrid leaders must be deliberate in building and sustaining relationships within and outside the team.
5. Technology. Leveraging appropriate technology tools and platforms facilitates seamless communication, coordination, and connection among hybrid team members, enabling them to work efficiently regardless of physical location. Hybrid teams need to become power users of technology and select various tools to optimise teamwork.

What is the leadership approach for a fluid, hybrid workplace?

As employees gain more control over where and when they work, today’s leaders must rethink their strategies. This means delivering company objectives and strategy in a hybrid world while ensuring your people still have the same opportunity to participate, contribute, enjoy their roles, and be developed.

Let’s look at the key leadership skills for hybrid workplaces.

Help leaders balance distractions

Distractions are everywhere, from constant social media notifications and emails to working at home and family interruptions. A 2023 survey suggests that eight in ten employees who work from home unintentionally lose work hours to distractions and demands that wouldn’t arise if they were at the office.

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Distractions can decrease a leadersproductivity. When leaders are constantly interrupted or diverted from their tasks, they may struggle to complete projects on time or meet deadlines, resulting in delays and reduced output.

Secondly, as leaders struggle to maintain focus and concentration on tasks, this can lead to mistakes or incomplete work, negatively impacting the quality of work and team performance.

Thirdly, constant distractions can diminish a leadersmotivation. When they’re constantly interrupted or unable to focus on their work fully, they too canbecome disengaged or disinterested in their roles, leading to decreased morale and satisfaction. This can trickle down to their team.

“In-office environments” have distractions, too (some of them intentionally designed to give peoplea break), and hybrid employees can sometimes forget to take proper, scheduled breaks throughout the day (the office lunch break with friends, water cooler chat, self-development break, etc.). 

Action to take: 

Encourage hybrid leaders and their employees to acknowledge what distracts them and schedule self-managed breaks to allow for these distractions. This can help them return to focus when the break is over.

Balance work and personal interactions

Did you know that less than half of managers trust their leaders to do the right thing? 

This shows how important trust is in leadership, especially with how work is changing. Our Teamwork in Hybrid Teams research found that "hybrid working has caused teams to focus more on tasks than on building connections." In other words, while people are getting work done, they might lose the personal connections that strengthen teams.

Just because people are back in the office doesn’t mean real human connections will automatically happen. Being face-to-face doesn’t guarantee strong relationships. Leaders need to go beyond managing tasks and make an effort to build genuine personal connections within their teams. 

To build trust, leaders must actively balance work with personal interaction, making sure their teams feel supported and connected, whether working from home or in the office.

But here's a caution:

Watch out for the illusion of teamwork. This happens when it seems like everyone is working together toward a common goal, but in reality, they aren’t truly aligned or fully engaged. It can occur when some team members are present but not contributing or when poor communication stops effective collaboration. 

Since 77% of employees are disengaged at work, it’s important to focus on getting everyone involved. Leaders should make sure everyone’s voice is heard, encourage active participation, and keep communication open to build real teamwork, not just its appearance.

For example, a team might have regular meetings where everyone appears to agree, but if you look closer, you may notice that only a few people are actively participating. Others might stay silent or disconnected. Even though it seems like teamwork on the surface, the lack of real collaboration can slow down progress and prevent the team from reaching its goals.

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Action to take:

Empower teams to share non-work activities together regardless of location. To do this, encourage breaks together, whether for a quick walk, coffee run, or lunch. Just because Phil is 100 miles away and Saj is in the office next door, it doesn’t mean they can’t schedule activities simultaneously. These shared moments can build rapport and deepen connections, helping teams feel more cohesive.

Make time for personal check-ins and encourage leaders and team members to talk about their lives outside of work. After all, strong human connections build trust and engagement and spark creativity, which are key to both individual well-being and team success.

The hybrid rule: 'If one person Is remote, we’re all remote'

In a hybrid work environment, it’s crucial to remember the rule: “If one person is remote, we’re all remote.” This means that when a team member is working from home or another location, leaders should make an effort to ensure they feel included in conversations and decision-making.

When hybrid workers are not actively included in discussions, they can quickly feel isolated or left out. This isolation can lead to disengagement and can even affect their overall morale and productivity. To avoid this, it’s essential leaderscreate an inclusive atmosphere where everyone feels valued and heard, regardless of where they are working from.

Action to take:

Leaders can adopt several hybrid practices to keep employees connected and engaged. For example:

• Use technology for communication. Implement tools like video conferencing, instant messaging, and collaboration platforms to ensure everyone can participate in discussions. Encourage hybrid workers to turn on their cameras during meetings to foster a sense of presence.

• Encourage participation in team activities. Include hybrid employees in team-building activities, whether they are virtual games or in-person events with a virtual component. This can help strengthen leader/employee relationships and enhance team cohesion.
• Share updates and information. Ensure that hybrid workers receive the same information and updates as those in the office. Leaders can do thise through newsletters, group chats, or shared documents to keep everyone on the same page.
• Create space for reflection. Encourage team members to think about what was discussed in meetings and invite them to share any additional ideas with leaders via email afterward.

By focusing on these practices, leaders can build a stronger work environment where everyone feels connected and involved, whether in the office part-time, full-time, or remotely. This helps employees feel appreciated and improves teamwork, leading to better collaboration and productivity.

Keep the focus on outcomes

When it comes to leading teams, focusing on the end results is much more important than worrying about where or how the work is done. Think of it like a chef preparing a meal. The chef can cook in a restaurant, at home, or even outdoors—what matters is that the meal tastes delicious and is served on time. 

Leaders can encourage flexibility and creativity by concentrating on results rather than locations. If team members know that their success is measured by the quality of their work rather than where they sit, they’ll feel more empowered to choose the environment that helps them perform best. 

Leadership developmen programmes can shift focus, leading to increased motivation, collaboration, and innovation. When everyone understands that the end goal is what truly counts, it creates a culture of trust and accountability, where teams are driven to deliver their best work, no matter where they are.

Maintain emphasis on well-being

There’s little doubt the pandemic affected the mental and physical health of many individuals. In fact, in some cases, like young people under 25, it continues. Balancing work and personal life was simpler with work/life fusion while working from home, but it becomes more challenging when people return to the office.

Leaders must continue prioritising well-being, even as employees shift back to in-office work. This means being mindful of increased commute times, rigid schedules, and potential burnout. Offering flexibility where possible and encouraging breaks or check-ins can help maintain a healthier balance, ensuring employees don't feel overwhelmed or overworked in this new transition. It’s essential to acknowledge that because people are physically back in the office, their personal lives and well-being still need attention and support.

Action to take:

Leaders should consider whether remote or hybrid work performance issues stem from location or management practices. No specific location can resolve poor management; simply being in the office doesn’t automatically foster a positive organisational culture.

By focusing on well-being in everyday work and new projects, leaders can help employees feel a sense of belonging and trust. This creates a healthy environment where people can balance work and life more easily and feel comfortable sharing their ideas, concerns, and challenges.

Fill the gaps left by serendipitous office interactions

Picture this.

You’re in the office, and while grabbing a coffee, you run into a colleague who leads the manufacturing department. In the office, casual interactions, like a quick chat over coffee, led to valuable brainstorming about leadership challenges. However, these spontaneous moments are often missed when leaders work remotely.

To bridge this gap, leadership development and L&D teams can support leaders by taking proactive steps to encourage spontaneous communication, even in a hybrid work environment. In-person training can bring back the casual, meaningful connections that remote work often misses by:

• Building trust and collaboration. Face-to-face meetings let leaders get to know each other on a personal level, which builds trust and encourages teamwork. These sessions allow for natural conversations, like quick office chats, where people can openly share ideas and solve problems together.
• Creating “unplanned” moments. In-person training often includes group activities, breaks, and team-building, which lead to spontaneous conversations. These interactions are just as valuable as the structured parts of training and bring out new ideas and insights.
• Networking opportunities. Bringing leaders from different areas together helps everyone understand the bigger picture of the organisation. In-person training makes it easy for leaders to learn from each other’s experiences and strategies for tackling similar challenges.
• Better engagement. Without the distractions of remote work, in-person sessions keep leaders focused and engaged. They’re more likely to connect deeply, stay motivated, and remember what they’ve learned.
• Building a culture of connection. In-person training reinforces the value of connection and collaboration. Leaders leave feeling energised and have a stronger network to support them when they return to their roles.

Action to take:te

Create shared online spaces, like chat channels or discussion boards, to mimic those ad-hoc water cooler conversations. Leaders can encourage team members to reach out to one another for quick chats or brainstorms, emphasising that it’s okay to take a break from tasks for some light-hearted interaction.

By actively fostering these kinds of connections, leaders can help maintain the creativity and camaraderie that come from those serendipitous office encounters, ensuring that everyone feels engaged and connected, no matter where they’re working.

Empower teams through autonomy and trust

During remote work, many organisations discovered the power of giving employees autonomy and building trust. Workers thrived when they were allowed to manage their own schedules, make decisions about their work, and take ownership of their tasks. This level of independence boosted their confidence and led to greater productivity and job satisfaction. 

Action to take:
Maintain this sense of autonomy if transitioning back to the office. Leaders mustencourage their teams to continue taking charge of their work, allowing them the freedom to choose how they approach their tasks. By reinforcing that trust, employees feel valued and motivated to deliver their best performance.

Offer leadership development programmmes that focus on clear communication and goal-setting. Rather than micromanaging how tasks are completed, leaders should trust their team members to find the best ways to achieve them. 

Help new leaders grow while working from home

In 2023, Gallup research revealed that 51% of managers restructured their teams, highlighting a significant shift in organisational dynamics. As companies navigate these changes, new leaders are stepping into roles that require managing diverse teams on-site and from a distance. 

With many leaders working from home, it's crucial to ensure aspiring leaders receive the support and resources they need to thrive in this environment.

Cue LIW leadership development programmes.

L&D should focus on establishing structured mentoring programmes. Pairing new leaders with experienced mentors can provide them with the guidance necessary to navigate the complexities of remote leadership. Mentors can offer insights into effective communication strategies, team management techniques, and conflict resolution skills. Regular check-ins with mentors can help new leaders feel supported and provide a safe space to discuss challenges and seek advice.

Additionally, creating opportunities for new leaders to engage with their peers can foster collaboration and shared learning. Virtual networking events, leadership workshops, and team-building activities can help new leaders build relationships and learn from one another. Encouraging open discussions about leadership challenges can also promote a learning culture.

Keep everyone on track with 3ws

Use this simple model and open up communication, feedback, and support.  The framework helps everyone stay focused on the W1 and what’s needed to achieve it, placing less emphasis on where we work and more on what we’re working to accomplish together.

By asking three simple questions, also known as the 3 ws framework, you can empower your leaders to gain better control over their team's dynamics.

1. What do we want to achieve and why?
2. Where are we now?
3. What’s next?

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Leading in the hybrid workplace requires extra intensity and a mindset attuned to the team’s needs in a hybrid workplace requiring a set of skills to lead effectively regardless of the team’s location.

• Creating a learning culture
• Building trust and psychological safety
• Having a clear shared vision and goals owned by the team
• Developing and nurturing relationships within and between teams
• Using technology to enhance teamwork across all activities

Mastering leadership in hybrid teams with LIW

Whether your organisation mandates a full return to the office or part-time, be aware of shifts in employee preferences and deliberate about your team's objectives, how you communicate, and the relationships you cultivate to reach those objectives — no matter the physical distance involved.

At LIW, we’re here to help you embrace organisational changes now and in the future and create a workplace where your teams feel engaged and empowered. 

To learn more about how we can support your organisation in leading highly successful hybrid teams, contact us today. We’d love to chat.

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