In an uncertain context where companies' agility is trialed between returning to the office and telecommuting agreements, how to support teams in a hybrid organization? This is the question that many leaders, HR, and managers are asking themselves when faced with this new reality: How can all the violins be tuned if not everyone is in the same place?
This new ecosystem, which sometimes looks like a puzzle, must be approached methodically. Won't it generate constant back and forth between on-site and remote teams, like a ping-pong match?
If this may seem impossible (at first glance), we reassure you that it is within everyone's reach. We give you the keys to this new management method, which accelerates the performance of organizations.
1/ What is hybrid management?
Like any fashionable term, it needs to be defined. Hybrid management can be assimilated to the art of reconciling remote management of telecommuting employees and face-to-face management.
This "art," like an orchestra conductor, allows you to lead a hybrid team effectively and activate collective intelligence (optimal mobilization of individual skills, which creates synergies to achieve a common goal more effectively) with an engaging, inclusive and equitable approach, regardless of where employees work.
2/ How to implement it?
To make the most of the benefits of hybrid management, it is essential to remember that it is a constant learning process. As this way of working is an unexplored territory for many managers, it is natural to encounter some difficulties. This is why the implementation of specific tools/processes is necessary for the excellent management of teams.
a) Remote friendly" global approach: All employees must be able to work efficiently and without hindrance from anywhere. The fluidity of the exchanges between collaborators must be identical to that of the teams in "full" face-to-face.
b) Adapted tools/processes: They facilitate "virtual" interaction and develop the collaborative spirit of the teams. These tools/techniques help the company life (even for remote collaborators) and allow a 360° vision of the projects (better follow-up of the work of the stakeholders). These tools must be accessible by all teams, from anywhere and ideally, from any device.
- Video-conferencing tool: Ensures smooth management/monitoring of the professional mission (similar to a face-to-face exchange)
- Corporate and/or team chat: Facilitates interaction between employees, helps to consolidate team spirit, and avoids isolation.
- Collaborative internal storage tool: Allows all employees (remote or face-to-face) access to the information necessary for the proper conduct of their professional mission.
c) Trust and Feedback: Hybrid management must be results-oriented, and it focuses on the deliverables more than on the manner (within the framework defined beforehand). To achieve this, it is necessary to create a climate of trust with/among employees. The management of the human aspect takes on an extraordinary role. It is also important to establish regular communication without being intrusive (it must be both upward and downward). Setting up clear objectives (SMART: Specific, Measurable, Attainable, Realistic, and Time-bound) and performance indicators also help to manage employees.
3/ Hybrid management, yes, but for whom?
Hybrid management is a working method adapted to start-ups and large groups and meets the growing need for flexibility and performance in organizations. It enables employees to work together on joint projects, both in-person and remotely. Responding to the various stakeholders' expectations/needs/constraints, it is a performance/development gas pedal for companies.
To implement hybrid management in your organization through the Holiworking experience, click here.
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