Leading in a Hybrid Workplace

 

Question:

An experienced onsite team leader is put in charge of a hybrid team for the first time. Which practices would support team members in achieving a higher level of performance?

• Make it clear to the team that leadership sees remote and onsite employees as equal and is only concerned with results

• Be especially transparent and explicit in important written communication shared with offsite employees

• Set an example and let team members get to know you by sharing information about your personal life

• Listen carefully to team members when they talk about their lives away from work

Question

:

An experienced onsite team leader is put in charge of a hybrid team for the first time. Which techniques would improve collaboration and communication on their new team?

• Creating a shared calendar so team members can block out times when they're available

• For teleconferences involving onsite and remote workers, encouraging onsite employees to log in from their workstations

• Partnering new employees with more experienced team members on projects to create a learning community

• Making effective use of asynchronous collaboration tools for tasks in which a "real time" conversation is not needed

Question

:

Which characteristics of a human-centered leader would be particularly helpful for the manager of a hybrid team?

• They’re sensitive to indications of stress or fatigue in members of their team

• They’re good at asking questions to learn about employees’ workplace situations

• They’re creative about creating schedules that accommodate each worker’s circumstances

Question

:

Which characteristics would indicate that a manager is human-centered and has the empathy to lead a hybrid team?

• The ability to detect issues in a worker’s life that may affect their work

• An openness to letting team members manage their own schedules
• Listening skills that enable them to understand what motivates employees

Question

:

Which best practices would help a manager encourage their hybrid team to work together effectively?

• Use the organization’s file-sharing server to edit documents collaboratively

• Partner team members who are more advanced in using digital tools with team members who aren't as tech savvy

• Use webcams and screens so offsite people can participate more fully in planning sessions

• Encourage team members to set up regular one-on-one meetings with each other

Question

:

Match each of these policies of a hybrid team manager to the corresponding general technique for maintaining equity.

• Treat proximity as an equity and inclusion issue - 

  Avoid proximity bias in evaluating employees
• Accommodate individual needs and differences - Consider the individual needs of both onsite and remote workers when issues arise
• Lead by example - Even when they are behaving unreasonably, treat each team member with respect

Question

:

An experienced leader sets a level playing field for members of a hybrid team. Match each behavior to a general technique for maintaining equity.

• Treat proximity as an equity and inclusion issue - 

  Assess employees by the quality and quantity of their work, rather than your impressions of their work habits
• Accommodate individual needs and differences - Consider the individual needs of both onsite and remote workers when addressing issues that arise
• Lead by example - Remain calm when disruptive disputes arise, and bring the parties together to discuss differences respectfully and constructively

Question

:

Which habits would help the leader of a hybrid team create a culture of shared purpose among their team members?

• Assigning projects to pairs of remote and onsite team members who have not worked together much

• Allowing each team member the same amount of time to speak their minds during team meetings

• Engaging and motivating team members by taking time to remind them of the team and company goals

• Clearing time in their calendar each day to be available to team members who need to talk

Question

:

Which practices would help a team leader build a culture of shared purpose among physically separated workers?

• Leave time open on their calendar for unscheduled one-on-one meetings with team members

• Develop social capital by creating connections between onsite and remote workers through project partnerships

• At the first team teleconference of each year, ask members to express how they think the team helps the overall organization succeed

• Provide a team environment where colleagues separated by distance have ways to disagree constructively and feel safe voicing their opinions

Question

:

Which actions by a hybrid team leader represent strategies for maintaining high performance among physically separated workers?

• Showing up a little late to a full-team meeting after a major success, to let the team members socialize and celebrate with each other

• Destigmatizing remote workers by discouraging an onsite employee from joking about offsite workers napping during work hours

• Being a role model and letting team members get to know them by chiming in when conversation during team meetings drifts to informal chat

• Allocating time to one-on-one contact and using the time to listen to and observe team members