Discussions about hybrid work aren’t going anywhere. How can we make those discussions valuable, effective, and future-focused?
“Hybrid” has become a synonym and proxy for “Future of Work,” in the same way that technology (automation, AI, etc.) has long been used as a proxy for the future (of everything). This is similar to how electric vehicles have become a proxy for governments and media as they talk about the fight against climate change.
Hybrid work and electric vehicles are both important to shaping the future we want, but they’re not everything. As we continue down the path of rapid change, the downside of jumping into hybrid workplace solutions without informed decision-making processes becomes clearer. The informed processes you need emerge by asking better questions of your leadership team and staff—questions that go beyond only probing about preference.
Leaders and organizations can’t skip doing the strategic and change management work of connecting hybrid work approaches to their culture, values, and business needs. Otherwise, there’s a risk that the “experiment” of hybrid work will be declared a failure, when really the flaw is with the experiment’s design rather than its outcome.
Until leaders think through and validate decisions made during the COVID-19 crisis, as well as re-centre strategy on their organization’s lasting values and culture, they will continue to feel like they are in crisis mode. It’s time for leaders to shift themselves and their teams into more sustainable paces of work, or they will see further erosion of trust in their leadership.
What exactly do we mean by “the fall of hybrid work”?
- Headlines and discussions about hybrid work will peak during 2022’s autumn season.
- The belief that hybrid is the solution to all the challenges facing organizations, leaders, employees, and the Future of Work will wane before the year is out.
In the rest of this article, we highlight five questions that we heard leaders and organizations ask about hybrid work in 2022, and five different questions that flip the script. These flipped questions can help create workplaces that serve us better, during crises and for long-term success. Think about them. Discuss them.
FAQ 1: How do we implement a policy that ensures productivity in hybrid or remote environments and helps us attract and retain the right talent?
Underlying assumptions and what you should know
This FAQ assumes that the issues and concerns you are facing are best addressed through new or revised policies. A lot of time and energy can go into surveying staff on what they would like and crafting messages to introduce policies that are driven by “what we’ve heard.” Some organizations have decided that policy and legal approaches to having staff return to office spaces is the best way forward. Whether you are responding to what employees say they want or looking to impose policy to return to workplace norms that served you well in the past, the issue isn’t with the drafting, communicating, or implementing of policy.
Flipping the question to help your people and organization
What culture and values do we want to uphold? Does hybrid work support and reinforce that culture and those values? How do those values guide us in making decisions related to how, where, and when people can and should work?
FAQ 2: How do I know if my employees are “quiet quitting,” and what should I do?
Underlying assumptions and what you should know
“Quiet quitting” is a red herring. Catchy terms that go viral online can reduce complex topics in ways that may not be helpful. First, make sure you understand what you mean when using the term “quiet quitting.” It has different meanings depending on who you talk to. Second, consider whether your organization has a true workplace problem (for example, a toxic culture) or whether your leadership team might have lost focus on some of the basics around connecting with your people.
The root of the challenge might be found in pandemic-related gaps in onboarding about expectations and perceptions of how your people work. For example, not everyone knows how vacation and salaried pay (versus hourly pay) work. Also, newer employees might have lost opportunities to observe how more experienced employees structure their workday, breaks, and flexibility. These types of learning are both important to culture and employee engagement.
Flipping the question to help your people and organization
Do my employees understand what I expect of them, and also what I don’t expect of them? How confident am I in my answer to this question?
FAQ 3: What is everyone else doing when it comes to hybrid work?
Underlying assumptions and what you should know
This FAQ assumes other leaders and organizations know more than you. They don’t know more about what matters most: your people, organizational needs, and culture. What works for another organization may not work for yours, and making decisions based on what everyone else is doing will backfire long-term. Remember, committing to a work model now doesn’t mean you can’t change it later.
Flipping the question to help your people and organization
What is the right work approach (in-person, hybrid, remote, flexible, etc.) for our own individual culture, employee engagement, and business needs? How do our values direct the implementation and communication of our policies?
FAQ 4: What do I do when all my “boomer employees” retire? What do I do when all my “Gen Z employees” refuse to come back to the office?
Underlying assumptions and what you should know
Reducing employees to their generational stereotypes doesn’t help you properly understand root issues. People are complex. Some older workers love technology, while some younger workers are unfamiliar with business norms or best practices for email. Before launching generation-based initiatives or programs, consider what kind of workforce and culture you want and what an inclusive set of activities might look like.
Flipping the question to help your people and organization
What social responsibility do I have to my employees of all ages, and (how) will this help me find and keep great talent? What dimensions other than generational cohort might I want to explore to understand employee needs, behaviours, and untapped capacity?
FAQ 5: How do I tell my team that I shouldered all the decision-making during the pandemic—and don’t want to keep doing it?
Underlying assumptions and what you should know
During the pandemic, some leaders stopped bringing anything difficult to their teams. Everything else was already so difficult, which made bringing their teams anything more feel like piling onto them. Getting through crises can require a decisiveness that prevents collaboration you might otherwise foster. Doing this long-term, however, decreases the ability of your other leaders (or future leaders) to influence the organization and learn how to do complex decision-making themselves. This hinders their career development and leads to your own burnout.
Flipping the question to help your people and organization
How has my leadership style changed, and was that a result of pandemic crisis management? What changes can I make now that will benefit my team and myself?