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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Proven strategies to build, nurture, and retain world-class talent in a hybrid environment In The Successful Hybrid Team: What the Best Hybrid Teams Know About Culture that Others Don't (But Wish They Did), award-winning diversity and inclusion expert Perrine Farque delivers an eye-opening look into what distinguishes world-class teams from the also-rans. The book explores the permanent changes being made in the modern workplace, how hybrid work is fundamentally changing the nature of teams, and the overwhelming importance of culture in determining performance. The author introduces a four-pillar framework that details what you need to do to hire, lead, and retain a high-performing team in a hybrid world. You'll discover how to create a unified hybrid leadership team, how to build extreme clarity and transparency, how to overcommunicate through digital channels, and how to unify cross-cultural remote teams with cultural awareness. The book also offers: * A deep dive into topics like how and why meetings are important, and how to best leverage them in a hybrid environment * Descriptions of the most common pitfalls experienced by those leading hybrid teams and how to avoid them * Useful tips, resources, and checklists that supplement the four-pillar framework discussed in the book A can't-miss resource for executives, managers, and other business leaders who find themselves dealing with the new reality of hybrid and remote work, The Successful Hybrid Team will also earn a place in the libraries of human resources and DEI professionals, remote workers, and anyone else who regularly interacts with colleagues, direct reports, or supervisors in a hybrid environment.
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Seitenzahl: 391
Veröffentlichungsjahr: 2022
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Table of Contents
COVER
TITLE PAGE
COPYRIGHT
INTRODUCTION
My Personal Journey as a Multicultural Digital Nomad
1 The World of Work Is Changing Faster than Ever Before
There was a Time Before Emails…
The Second Workplace Revolution: Cloud Computing
Covid-19 and the Third Workplace Revolution: Hybrid Work
Endnotes
2 Why a Culture of Belonging Is Key in Hybrid Work
Building Belonging Is Harder in Hybrid Work
Belonging Boosts Performance, Engagement, and Well-being
Fostering Belonging Is Key in Hybrid Work
Endnotes
3 The Four-Pillar Framework
4 Pillar I: Create a Unified Hybrid Leadership Team
Introduction
Using Values to Unify
Role Modelling and Setting the Tone
Setting Common Goals
Creating Opportunities to Co-Lead
Schedule Informal Time
Conclusion
Endnotes
5 Pillar II: Build Extreme Transparency
Introduction
Attract and Retain Transparent People
Encourage Leaders to Embrace Social Media
Promote Open Communication
Create a Flatter Organization
Create Employee–to–Leadership Communication Channels
Conclusion
Endnotes
6 Pillar III: Overcommunicate Through All Channels
Introduction
Assess Your Communication Channels
Schedule Strategic Regular Meetings
Choosing the Right Meeting Cadence
Setting up Cadence Meetings With Direct Reports
Setting up Cadence Meetings for Your Team
Cultivate Empathy and Appreciation in Communication
Co-create a New Communication Framework
Communicate With Equity and Inclusion in Mind
Conclusion
Endnotes
7 Pillar IV: Unify Cross-Cultural Hybrid Teams Through Cultural Awareness
Introduction
Promote Psychological Safety and Inclusion
Create a Cross-Cultural Awareness Programme
Consider Language Fluency and National Communication Norms
Address Conflict Immediately
Encourage Team-Building Activities and Build Rapport
Conclusion
Endnotes
Appendix
Leveraging Meetings in Hybrid Work
Common Pitfalls of Hybrid Work and How to Overcome Them
Checklist for the Four-Pillar Framework
Endnotes
ADDITIONAL RESOURCES
ACKNOWLEDGEMENTS
ABOUT THE AUTHOR
INDEX
END USER LICENSE AGREEMENT
List of Illustrations
Chapter 1
Figure 1.1 The second workplace revolution: cloud computing.
Chapter 3
Figure 3.1 The four-pillar framework for the successful hybrid team.
Chapter 4
Figure 4.1 Pillar I – Create a unified hybrid leadership team.
Chapter 5
Figure 5.1 Pillar II – Build extreme transparency.
Chapter 6
Figure 6.1 Pillar III – Overcommunicate through all channels.
Figure 6.2 Co-create a communication framework through design thinking.
Chapter 7
Figure 7.1 Pillar IV – Unify cross-cultural hybrid teams through cultural aw...
Figure 7.2 Psychological safety at work.
Figure 7.3 Harmful comments to watch out for.
Figure 7.4 Avoid using jargon and idioms and replace them with simple langua...
Figure 7.5 Address conflict immediately.
Appendix
Figure A.1 Leveraging meetings in hybrid work.
Figure A.2 Pillar I – Create a unified hybrid leadership team.
Figure A.3 Pillar II – Build extreme transparency.
Figure A.4 Pillar III – Overcommunicate through all channels.
Figure A.5 Pillar IV – Unify cross-cultural hybrid teams through cultural aw...
Guide
Cover
Title Page
Copyright
Introduction
Table of Contents
Begin Reading
Appendix
Additional Resources
Acknowledgements
About the Author
Index
End User License Agreement
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Praise for The Successful Hybrid Team
“Managing a successful hybrid team is not easy and requires a strategy and plan to make it work. This guide shares a very practical step -by-step roadmap to attract, nurture and retain a world class team that delivers outstanding business value and success. Full of really useful examples and interesting facts, this book is a must have for any leader working in a hybrid environment or even if you just want to build a stronger team.”
—Georgina Owens,CTO and Non Executive Director
“For the past 20 years I've lived in, led and built teams in companies of all sizes. Perrine's detailed and organized research and organization work puts so much of real life experience into a practical one-stop-shop. I recommend this book as a must read for anyone wanting to lead a hybrid team, and would even extend to any team, but wondering how.”
—Sylvain Querne,CEO, 6sicuro.it (Howden group)
“The Successful Hybrid Team is the book every modern leader needs. This guide takes us on a step-by-step journey to learn how to lead a world-class team in hybrid work. There is a revolution happening at work. It is bigger than the introduction of emails, and bigger than cloud adoption. It is called hybrid work and it is changing the way teams work in a post-COVID economy through new technologies and social dynamics. Only the teams that are mastering culture are thriving in hybrid work. In this insightful new book from acclaimed workplace expert Perrine Farque, readers are taken on an in-depth journey into how to build world-class hybrid teams that produce great results consistently through fostering a strong culture.”
—Garry Ridge,The Culture Coach, CEO & Chairman WD-40 Company
“As a CEO managing people based in Atlanta, Florida, Romania, Philippines and many more locations, reading The Successful Hybrid Team was a gift! The book felt like it was written for me and I know there are countless other people like me who will feel the same way. Phenomenal work Perrine. This book will be required reading for my people managers! If you are looking for real world examples and actionable insights into building a successful team in remote work or hybrid work, look no further, this book is for you!
—David Feldman,WSJ and USA Today Bestselling Author and Founder of 3 Owl Agency
“If you are looking for ways to build a strong corporate culture in a hybrid environment, Perrine Farque has cracked the code. With a proven four pillar framework, she explains how you can proactively foster a workplace where people feel connected, not just through technology but with each other. If you are wondering how leading hybrid organizations are making it work, pick up this book and wonder no more.”
—Karin M. Reed,award-winning author of “On-Camera Coach”, “Suddenly Virtual” and “Suddenly Hybrid”
“As a leader with 30+ years experience managing teams and people, I have always researched ways to build and nurture the best teams. Managing teams is always a challenge, especially when team members are remote or working in different countries. The Successful Hybrid Team: What the Best Hybrid Teams Know About Culture that Others Don′t (But Wish They Did) is the perfect book for any manager, leader and team leader who wants to build and nurture a world-class team that is remote or spread across different countries. I could not recommend this book enough!”
—Andy Santacroce,a 30+ year experienced technology leader
“Our world changed over the last 2 years, and it will never be the same again – inevitably you are managing people today in a way that none of our predecessors have had the experience of. This must-read, The Successful Hybrid Team, will enable you to create the right culture in a remote work environment and is the missing piece for today's leaders. It is the in-depth analysis of topics like how to best leverage meetings in a hybrid environment, what most common pitfalls are for those leading hybrid teams and how to avoid them that are helping me on a daily (if not hourly!) basis. I have already found the checklists at the end an essential resource making this book meaningful, useful and impactful!”
—Andrew Macadam,CEO of WI.HN
The Successful Hybrid Team
What the Best Hybrid Teams Know About Culture That Others Don’t (But Wish They Did)
Perrine Farque
This edition first published 2023
Copyright © 2023 by John Wiley & Sons, Ltd.
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Library of Congress Cataloging-in-Publication Data
Names: Farque, Perrine, author.
Title: The successful hybrid team : what the best hybrid teams know about culture that others don’t (but wish they did) / Perrine Farque.
Description: Chichester, West Sussex, United Kingdom : John Wiley & Sons, 2023. | Includes bibliographical references and index.
Identifiers: LCCN 2022031877 (print) | LCCN 2022031878 (ebook) | ISBN 9781119888550 (paperback) | ISBN 9781119888567 (adobe pdf) | ISBN 9781119888574 (epub)
Subjects: LCSH: Virtual work teams. | Flexible work arrangements. | Corporate culture. | Business communication. | Organizational change.
Classification: LCC HD66 .F35 2023 (print) | LCC HD66 (ebook) | DDC 658.4/022—dc23/eng/20220831
LC record available at https://lccn.loc.gov/2022031877
LC ebook record available at https://lccn.loc.gov/2022031878
Cover Design: Wiley
Cover Image: © elenabsl/Shutterstock
Author photo: Courtesy of Perrine Farque
INTRODUCTION
This book's journey started a long time ago, in a classroom in a small town called Dole, in France. When I was in primary school, from age six to age eleven, I was extremely shy and spent a lot of time observing my classmates. As I was watching my friends work on school projects in groups, I noticed how certain groups of children seemed to always complete their class projects on time, while others were always late or needed help from the teacher. At the time, I didn’t really understand why this happened, but I was certainly very interested in these dynamics.
A few years later, as I started university, me and my fellow students often had to work in groups to complete work assignments that were part of our curriculum. Again, I quickly noticed that these research projects were completed earlier and scored better grades when completed by certain groups of students, while other groups of students were often late and scored lower grades. I wasn’t quite sure what ‘magic' made some teams work better than others, but I was fascinated by my observations. The best teams were not just made up of smarter students; in fact, some of the best teams had some students that were only average as individuals. Likewise, some of the worst performing teams had some excellent students in them, so a team's success was not linked to the quality of each individual.
Shortly after university, I started working for a few technology companies in London, and I was curious to see if companies had figured out how to make all teams perform well at the same time. Instead, I was shocked to see that each team had their own way of operating and that each department could produce completely different results from one another, with some exceeding their targets and some struggling with their targets. For example, in one company, which was a software vendor, the sales team had not hit the sales target for the last three quarters and had a high employee turnover; in contrast, the software engineering team consistently shipped new software updates and new software features on time, with excellent customer feedback and almost no employee attrition. These differences in team performance from one team to another were consistent among all organizations I worked with. When I asked around as to what management principles managers were using, I only received vague answers, and it appeared that most managers and team leaders were not following any specific method.
Although I learnt a few principles about team management during my time working for technology organizations, I still felt like something was missing in the way people were being managed. I continued to work for a few other technology companies and went on to watch team after team never quite reach their full potential. Some of the teams I worked for had a very difficult culture, whereby team members, including myself, didn’t feel safe to contribute to new ideas without fear of being ridiculed or penalized.
At that point, it became clear to me that I should start my own firm offering consultations to organizations and speak about a method to improve team management. As I started receiving an increasing number of requests for consultations with regard to team management and culture, I realized that the demand for creating better workplaces where teams and organizations thrive was very strong. During the first year, I received many messages from employees who were feeling disengaged at work and disconnected from their team, excluded by their boss, or even considering leaving their organization. I also received many requests from managers who confessed that they didn’t know how to create the right environment for their people to thrive.
It was becoming clear that there was a real need for better team management systems, so I decided to write a book focusing on inclusion in the workplace, and I had many speaking engagements on that topic. Demand for my work exceeded my expectations as I started to speak more globally, including for firms headquartered in North America, Europe, and even Asia. Then Covid-19 happened. The Covid pandemic created a revolution in the workplace. It was bigger than the introduction of emails, and bigger than cloud adoption: it is called ‘hybrid work’, and it changed the way teams function in a post-Covid economy through new technologies and social dynamics. Only the teams that are mastering culture are thriving in hybrid work. I became convinced that I should write a book to help team managers learn how to build world-class hybrid teams that produce great results consistently through fostering a strong culture.
Unlike my previous book, this one focuses on how to make a team successful in a hybrid work environment by focusing on the culture element. Over the past 18 months, I have observed what successful teams do to consistently perform well in a flexible work environment, with some team members working from home, some team members working in the office, and some team members alternating between the two. I have worked very closely with many clients, and together we have identified a certain framework that makes a team successful when working in a distributed environment. All the learnings that I share in this book are based on my own observations, having worked with hundreds of people working in teams since the start of Covid-19. ‘I also share observations on what makes the best teams succeed in a hybrid work environment, drawn from my experience of working in a flexible working environment during my own career, and what I have learned from a few years of working in hybrid teams.
My sincere hope is that you enjoy reading this book and you find some helpful strategies that will help you build, nurture, and retain a world-class team in a hybrid work environment. Ultimately, my goal is to help create workplaces where people and organizations thrive. Whether you are a CEO, HR professional, team leader, or entrepreneur, and whether you work at a small business, mid-size organization, or large enterprise, my wish is that this book will help you to build the world-class team that you are capable of building, and create a workplace where your people and your organization are successful and productive.
My Personal Journey as a Multicultural Digital Nomad
As I started writing this book, I reflected on my own journey and what led me to write about what makes a team successful when it is geographically distributed. In many ways, my personal and professional journey has given me a lot of experience that is extremely relevant to this book. To start with, I have a history of living in different countries and speaking different languages. As a child, I grew up in France, and I spent most of my summer holidays in Germany, speaking German and hanging out with our German friends. My dad had kept in touch with his German friend from school, and each summer I would spend a few weeks in Germany, learning the local culture and getting to know the German lifestyle. In my early adulthood, I moved to Italy, where I spent three years working at a company in Genoa. I learnt the Italian language, I discovered Italian culture, and I also moved in with an Italian man, who eventually became my husband. In time, I moved to the United Kingdom (London), where I got to practice my English language; I also learnt the British culture, and I became familiar with the British way of life. Having lived and worked in three different countries, I quickly learnt that to be successful at working with people from different cultures, it is critical to have a strong cultural awareness. If I had been behaving with my London team the same way I had been behaving with my team in Genoa, I would not have been as successful. The unwritten rules of culture play a key role in how teams communicate, give and receive feedback, and perform.
The second experience that has helped me write this book is that I have worked for many years ‘on the road'. As a head of marketing, I was often managing tradeshow and industry event sponsorship and presence for my employers, meaning that I was frequently travelling for work, out of the office for several days at a time. These business trips, which were often abroad, meant working remotely, and I learnt how to successfully work with a team even when in a different location. The challenges of working from different locations are not the same as for those working in the same office. For instance, remote workers are missing out on a lot of ‘water cooler conversations' that happen organically in the office, and as a result, they tend to be less aware of the dynamics around decisions. To an extent, remote workers must work twice as hard to communicate with different stakeholders to keep up with the unofficial dynamics. Because most decisions taken in the organization are the result of multiple, unofficial chats that tend to happen face-to-face, in between meetings, remote workers must work hard to stay in the know of all the water cooler chats. In many ways, working remotely for so long has taught me strategies that I now use to build successful teams in a hybrid work environment. A lot of this is down to education and awareness and is about teaching managers practical steps to create the right environment for a world-class hybrid team.
My hope is that my personal and professional experiences as a multicultural digital nomad will help you uncover how to manage your distributed team successfully. It is my goal that managers, HR professionals, entrepreneurs, and business leaders attract, nurture, and retain the best talent for their distributed teams by putting culture at the centre of everything they do, so that people and organizations thrive in a hybrid world.
1The World of Work Is Changing Faster than Ever Before
There was a Time Before Emails…
In 1965, the first emails were sent from computers at the Massachusetts Institute of Technology (MIT). Each user's message was added to a local file called ‘MAIL BOX’. The proposed uses of the proto-email system were for communication to notify users that files had been backed up.1
Prior to emails, workers would spend their mornings going through a pile of handwritten memos and notes from co-workers and notes from phone messages left by an assistant. They would then respond by writing down (yes, handwriting!) lengthy replies, send them via mail, and then wait approximately seven days for a response. At that time, messages were official, formally written, and left no place for mistakes. The decision-making process was therefore much longer. When emails were first introduced in 1965 and then widely adopted in the workplace in the 1970s, the business world went through the first revolution. Suddenly, teams could communicate instantly and discuss group projects at a much faster pace, and the transmission of information between co-workers reached a new era. The use of rapid one-to-many delivery increased the amount of communication colleagues had, as compared to the era immediately preceding the widespread use of email. According to Statista, roughly 306.4 billion emails were estimated to have been sent and received each day in 2020, and this figure is expected to increase to over 376.4 billion daily mails by 2025.2
In the early 2000s, emails at work became omnipresent. With the adoption of the BlackBerry in 2003 and its portability, professionals were expected to check their work emails and answer messages immediately, even after working hours. The impact on teamwork was significant; colleagues had to learn how to respond to a never-ending influx of messages from their co-workers coming through their inbox, from morning until evening and even during the weekend. Employees also had to quickly adapt to new expectations and be available much more rapidly to respond to requests. With that came a new etiquette regarding work emails, ranging from when to send emails and what tone to use with a co-worker (the shift from formal to informal happened organically), to how to start an email, how to end an email, who to copy and who not to copy, etc.
The Second Workplace Revolution: Cloud Computing
It's hard to pinpoint exactly when cloud technologies were widely adopted in the workplace. In the 1990s, many personal computers were connected to cloud technologies as the tools became more affordable. Cloud technologies gained popularity in the late 1990s, when companies gained a better understanding of what it did for them. In simple terms, cloud computing refers to storing and accessing data and programs over the internet as opposed to a computer's hard drive. Common examples of cloud computing include Dropbox, Salesforce, and Webex. According to ZDNet, some of the top cloud providers in 2021 include AWS, Microsoft Azure and Google Cloud.3 Saying that the adoption of cloud computing has changed the world of work is an understatement. Many workers started working from home thanks to the adoption of cloud computing; the use of the company's resources was now possible outside of the office. In addition to working remotely, workers could also communicate via new technologies, such as Skype, Gotomeeting, and Slack. This allowed for easy meetings with people in various locations, as well as group chats, channels for project discussions and updates, easy file sharing, and much more. The main shift that cloud computing brought to the workplace was the ‘always-on’ mindset it created.
Cloud computing technologies allowed workers to work from anywhere, at any time, how they wanted. It gave workers the freedom and autonomy to take control of their work. This shifted the traditional authority dynamics from the legacy office worker who was much more dependent on the manager's direction.
The power was given to the workers with the adoption of cloud computing.
Figure 1.1 The second workplace revolution: cloud computing.
Covid-19 and the Third Workplace Revolution: Hybrid Work
For many people, the Covid-19 pandemic has widely transformed the way they work. Working from home became widely adopted overnight by the majority of knowledge workers globally in March 2020. One of my clients told me that he received an email from his CEO saying that every employee had to take all their belongings home, including their laptop, as they were going to work from home for an undefined period of time. That day would be the last day he saw his office for 18 months. It is hard to explain to anyone who has not experienced this what it was like. Many workers found themselves having to work from their home for the first time. Although the potential of working from home is concentrated among highly skilled knowledge workers among specific industries and roles, it remains a trend that is here to stay and is transforming most industries' workplaces. In many ways, the Covid-19 pandemic has removed the cultural and technological barriers that prevented hybrid work. Today's knowledge workers are living through a radical shift in professional life.
New technologies mean that even some traditional sectors, such as hospitality, are undergoing radical changes. Working from home will boost productivity by 4.8% as the post-Covid economy takes shape, according to a recent study of more than 30 000 US employees co-authored by José María Barrero of Instituto Tecnológico Autónomo de México and others.4 Much of that comes from a reduced commuting time. Many workplace experts are positively associating the shift to hybrid work with an increase in productivity. Different studies demonstrate the correlation between hybrid work and productivity, with different explanations; some attribute the increase in productivity to the increase in working time due to the limited time spent commuting, while some attribute it to happier staff who are more efficient. Many employees who became remote workers during the pandemic reported having more time for creative-thinking during the time they would normally spend on commuting. Employers responded to the new hybrid work trend with different approaches. Some traditional employers made the news because of their conservative approach: Morgan Stanley's chief executive told US staff to be back in the office.5 JP Morgan also asked employees to return to their offices during the pandemic.6 Even employers that come from less conservative industries have asked their employees to return to the office, as is the case with Google, who wanted its people back in the office.7 After nearly two years of the pandemic, many employers and employees seem to agree that working from the office a few days a week is the right balance. If we look at the category of employees who have the option to choose between working from home or working from their office, studies have revealed that it's mostly educated workers that have this option.8 However, remote work has also allowed more diverse workers from under-represented groups to access the workplace. From mothers with childcare duties, to employees living in remote locations, to disabled employees, more workers from under-represented groups now have gained access to the workplace, thanks to hybrid work and remote work.
Finally, the shift to hybrid work and remote work has forced employers to figure out how to build a culture of trust. When companies had to send their employees working from home overnight, employers suddenly had to learn how to trust their people.
Team leaders, managers, and CEOs suddenly had to find ways to build a culture of trust and psychological safety to continue to work together whilst being geographically distributed. Over time, teams that have nurtured a positive culture of psychological safety have enjoyed better relationships, stronger collaboration, improved teamwork, and better performance in hybrid work. The Covid-19 pandemic has significantly transformed the way we work and pushed the limits of what we believed was possible when working together in a remote or hybrid workplace’, or similar. Whilst many team leaders, managers, and CEOs are still working out how to build successful teams in a highly distributed environment, the trend of hybrid work is here to stay and is forcing everyone to find ways of working well together in hybrid teams.
Endnotes
1
.
https://en.wikipedia.org/wiki/History_of_email
2
.
https://www.statista.com/statistics/456500/daily-number-of-e-mails-worldwide/
3
.
https://www.zdnet.com/article/the-top-cloud-providers-of-2021-aws-microsoft-azure-google-cloud-hybrid-saas/
4
.
https://www.business-standard.com/article/current-affairs/the-hybrid-work-revolution-after-covid-19-is-already-transforming-economies-121082700181_1.html
5
.
https://www.theguardian.com/business/2021/jun/15/morgan-stanley-boss-tells-us-staff-to-be-back-in-office-in-september
6
.
https://www.forbes.com/sites/jackkelly/2021/04/28/jp-morgan-requires-employees-to-return-to-their-offices-by-july-striking-a-blow-to-the-remote-work-trend/?sh=7314fc524cdc
7
.
https://www.bloomberg.com/news/articles/2021-07-15/google-googl-wants-employees-to-return-to-office-despite-productivity-gains
8
.
https://www.mckinsey.com/featured-insights/future-of-work/whats-next-for-remote-work-an-analysis-of-2000-tasks-800-jobs-and-nine-countries
2Why a Culture of Belonging Is Key in Hybrid Work
Building Belonging Is Harder in Hybrid Work
Employees who work from the office are more likely to feel like they belong to a team. When you share the same space as your co-workers, you are more likely to share a personal story with them, to share a coffee, to share a moment with them, and to build a connection. When you work from home, these moments of connection do not happen organically or spontaneously, and it is harder to feel connected and like we belong to a team. Being in the office, we can easily have lunch with a co-worker or go to their desk to ask a question; when I worked in an office in pre-pandemic times, I would always start my day with some ice-breaker conversations with people sitting next to me. We would talk about our commute to work, about any story that happened on our morning commute, about our plans for the weekend; these simple conversations made me feel connected and close to my co-workers. Some of the top issues reported by employees who work remotely include an increased sense of isolation, a lack of social connection, an ‘us versus them’ mentality, and even a fear of missing out (FOMO). Some symptoms associated with isolation include increased stress levels, burnout, and feelings of exclusion. Some have even called this phenomenon ‘the belonging tax’.
For employees working remotely or in a hybrid environment, the belonging tax is the price they pay for the flexibility and convenience of working remotely.
At the organizational level, the belonging tax equates to a drop in employee engagement due to a drop in the employee experience, which could lead to lower job satisfaction. Managing employees in hybrid work is a balancing act. According to research carried out in 2021 by Canadian-based partners, inclusive workplace learning company Dialectic, and intranet software platform Jostle, 82% of remote workers report communication obstacles, and 83% report feeling disconnected from their workplace culture.1 Indeed, some of the challenges of hybrid work and remote work include different access to information (informal post-meeting debrief in the office), to communication channels (around the water cooler), as well as more difficulties regarding relationship building, networking, and connection. While there are some great benefits linked to hybrid work for workers (think better work–life balance, more freedom, more convenience), employees working remotely or partly remotely report among the lowest levels of belonging within their organization. Ever since the post-pandemic world has appeared, more hybrid work employees are feeling left behind in terms of connection compared to their peers returning to the office.
Another reason why it’s harder to build a sense of belonging in hybrid work is ‘proximity bias’. Research has revealed that we look more favourably on those people we see more often. Connecticut-based Synchrony Financial has told its leadership team that they cannot return to the office five days a week. Instead, they are required to work at least one day from home. DJ Casto, chief human resources officer at Synchrony Financial, says that one of the main reasons they adopted this rule was to put home-working and office-working staff on a more equal playing field. ‘From a leadership perspective, we want to make sure we look like we're supporting both groups’, he explains, noting that 85% of employees in a company-wide survey expressed a desire to work from home full time.2 Some workers may feel pressured to come back into the office to get more face time with their managers (and thus more recognition, career advancement opportunities, stretch assignments, and glamour work.). Companies like Synchrony are not alone; the awareness of the proximity bias, which is the unconscious tendency to give preferential treatment to people in our immediate proximity, is pushing more employers to create rules and policies to prevent or limit this bias. Proximity bias, like any other type of bias, is a natural human inclination. If we look at our network of friends, most of us have friends who look like us, most likely from the same gender, same ethnic background, same educational background, same age group, same family background, etc. At the same time, this natural inclination can lead to unfair treatment of remote workers and hybrid workers who spend less time in the office with their managers. A Stanford research study revealed that remote workers at a large Chinese travel agency lost out to in-house staff on performance-based promotions, despite delivering higher levels of performance.3 Proximity bias is very real and can have a negative impact on remote workers’ and hybrid workers' sense of belonging in the workplace.
Belonging Boosts Performance, Engagement, and Well-being
According to the McKinsey 2021 Survey, CEOs' top priorities include sustainability, transforming in the cloud, cultivating talent, pressing the need for speed, and operating with purpose.4 Surprisingly, building belonging was not listed as a top CEO priority, despite all the evidence supporting the business case for belonging in the workplace. According to a 2019 EY survey, more than 40% of workers feel physically and emotionally isolated in the workplace.5 People require more connection with those they work with. The need for connection and significance is amongst the top human needs (along with certainty, uncertainty, growth, and contribution). If people do not feel a sense of connection and/or significance at work, it will negatively impact how they show up in the workplace. If CEOs want to grow their business, one of the first areas to look at and prioritize is to build a strong culture of belonging and inclusion. A 2019 survey by BetterUp found that high belonging is linked to a 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days. For a 10 000-person company, this would result in annual savings of more than $52 million.6 The study also revealed that employees with higher workplace belonging showed a 167% increase in their employer promoter score (their willingness to recommend their company to others). They also received double the raises and 18 times more promotions. Another finding by the same survey was that, unsurprisingly, feeling excluded causes us to give less effort to the team. The study was a series of experiments, in which workers were assigned to a team with two other ‘participants’ (bots programmed to act like teammates), using a collaborative virtual ball-toss game. Included workers had teammates that consistently threw them the ball, whereas excluded workers only got the ball a couple of times. After this, participants completed a simple task where they could earn money either for themselves or for their entire team. The longer participants persisted in the task, the more money they earned. What differences manifested between the excluded and included teammates? When participants were told the payouts would be shared with the team, the excluded people worked less hard than the included ones, even though it meant sacrificing earnings. When participants were told the payouts would benefit them and them alone, excluded team members worked just as much as included ones. This exercise was replicated again and again, across four separate studies.
If we want to look at this from a different perspective, let's look at what social isolation does to our health. The US Surgeon General recently stated that loneliness is a more serious health problem than opiates.7 Many studies link social isolation with negative health consequences including depression, poor sleep quality, poor cardiovascular function, and lower immunity.8 Remote work can lead to feelings of isolation and depression, which eventually impacts the business as well. Employees who feel excluded have lower immune systems and are more likely to take sick days; they are also more likely to have difficulties concentrating at work, which leads to weak decision-making and poor collaboration and communication with their colleagues.
Employers who prioritize building a culture of belonging in remote work and hybrid work environments will reap the benefits by developing a workforce that is more connected, more engaged at work, healthier, and more productive and collaborative.
Simply put, creating a sense of belonging at work is good for business.
Fostering Belonging Is Key in Hybrid Work
Hybrid work has fundamentally transformed how we belong and how we connect at work. As human beings, we are hardwired for human connection – at work, informal interactions and bonding constitute what makes the work fulfilling and meaningful. Small talk in the office, meeting at the office coffee station, chatting before and after meetings, or for a happy hour are key parts of the connection process with colleagues.
Now that hybrid work and remote work have become the norm for many and that the opportunities for spontaneous interactions are rare, feelings of loneliness, isolation, and disconnection are more prevalent. Lonely and isolated employees are more likely to get sick, more likely to leave the organization, and more likely to be less engaged and productive. The remedy for loneliness and isolation is camaraderie and connection at work, whether employees are remote or in the office.
To replicate the spontaneous in-person social glue we organically had in the office, employers must proactively build a connected workplace by using all the technologies, strategies, and resources that make it possible. Team leaders, managers, and senior leadership teams must be trained on how to deliberately create, through their daily actions, workplaces that help their people connect with each other, develop bonds, share knowledge, and feel connected and celebrated.
Belonging and connection fulfils one of the human needs, and it translates into better talent engagement, retention, collaboration, and productivity. Human connection also improves our well-being, our physical health, and our mental health. Social connection is so important that neuroscientists even describe it as what makes human beings the most successful species on earth: ‘To the extent that we can characterize evolution as designing our modern brains, this is what our brains were wired for: reaching out to and interacting with others’, writes neuroscientist Matthew Lieberman in his book Social: Why Our Brains Are Wired to Connect. ‘These social adaptations are central to making us the most successful species on earth.’9
The real competitive advantage at work is where company culture, employee connections, and employees’ connection with the company's mission coexist. Creating a common mission that's supported by strong employee connection and appreciation significantly improves talent attraction and retention. Connected, fulfilled employees with a clear mission are more productive, more collaborative, and happier human beings. One way to foster connection, even in a hybrid work environment, is when leaders embrace empathy and vulnerability by talking about their challenges and doubts. This can help others open up and feel psychologically safe to speak up, helping everyone realize that they are having common experiences, ultimately strengthening the relationship between bosses and employees.
Hybrid work environments are a great opportunity for employers to rethink their employer brand and their employee value proposition (EVP). A 2021 McKinsey HR research study revealed that during the Covid-19 pandemic, 39% of employees struggled to maintain a strong connection with colleagues as informal social networks weakened and people leaned in heavily to the people and groups with whom they most identified.10 That is another reason why employers should invest in figuring out how hybrid social networks work best, along with other ways to help employees establish high-quality relationships, strengthen connections, and nurture trust.
A 2021 Gartner research study revealed that organizations must reinvent their employee value proposition to deliver a more human deal. The research found that providing employees with a more holistic experience increases employee satisfaction with the EVP by 15%. ‘Traditionally, organizations focus on employees as workers when they define their EVP,’ said Carolina Valencia, vice president in the Gartner HR practice. ‘Instead, employers need to see their employees as people first and foremost. Our research shows that 82% of employees say it's important for their organization to see them as a person, not just an employee, yet only 45% of employees believe their organization actually sees them this way.’11
Overall, employers should focus on one objective: in the new hybrid work world, they will need to prioritize proactive measures and actions for creating connection and a sense of belonging. It's now a business imperative.
Endnotes
1
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https://www.newswire.ca/news-releases/remote-work-creating-barriers-to-inclusion-and-belonging-as-pandemic-continues-855363453.html
2
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https://www.bbc.com/worklife/article/20210804-hybrid-work-how-proximity-bias-can-lead-to-favouritism
3
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https://www.gsb.stanford.edu/faculty-research/publications/does-working-home-work-evidence-chinese-experiment
4
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https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/what-matters-most-five-priorities-for-ceos-in-the-next-normal
5
.
https://hbr.org/2019/02/the-surprising-power-of-simply-asking-coworkers-how-theyre-doing
6
.
https://hbr.org/2019/12/the-value-of-belonging-at-work
7
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https://www.hrmonline.com.au/employee-engagement/belonging-hr-leadership/
8
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https://www.healthassured.org/blog/isolation-and-mental-health/
9
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https://greatergood.berkeley.edu/topic/social_connection/definition
10
.
https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/its-time-for-leaders-to-get-real-about-hybrid
11
.
https://www.gartner.com/en/newsroom/press-releases/2020-05-25-gartner-hr-research-shows-organizations-must-reinvent-their-employment-value-proposition-to-deliver-a-more-human-deal
3The Four-Pillar Framework
Figure 3.1 The four-pillar framework for the successful hybrid team.
What makes a team really successful in hybrid work? There is a lot of information and advice on the Internet about what makes a team successful, and not all advice has been created equally. In fact, there are many myths and misconceptions about what makes a team really successful; I think it is important that we immediately identify bad advice so that we can start with a fresh perspective. Here are some of the most damaging myths about teamwork that can be found on the web:
Team members must choose or compromise between getting the job done and treating one another humanely.
Teambuilding means taking time away from ‘real work’ at offsite events.
A team that starts on the right track stays on the right track.
Individuals aren't responsible for the quality of their team experience because teamwork is a group skill.
Managers and consultants are responsible for building teams.
Team members’ skills are more important than their motivation.
For a team to be successful, its members must like one another.
Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed.
Face-to-face interaction is passé. Now that we have powerful electronic technologies for communication and coordination, teams can do their work much more efficiently at a distance.
You need many tools to have efficient teamwork in hybrid work.
All you need is a group of people with the right skills.
