Designing a hybrid model of remote working
How shared ownership will help us co-create a hybrid model of remote working
We basically did quite well when we all had to work from home during the pandemic. We have learnt a lot, struggled with some things, still rumbling about other things and now the road ahead – depending on your industry and organisation – looks like it will hold a hybrid model of remote working.
However, if we are not careful, we could end up with the worst of the virtual and office-based environments – missing out on embracing the best of being human, together with the best of the technologies as we aspire to create a work environment in which we can flourish!
This series of blogs started by acknowledging that “the rabbit is out of the bag” – everyone is working at home – and any attempt to put it back in the bag by removing much autonomy will be fought with great risk!
So, as we think about what is important, as leaders/bosses, at this particular stage as hybrid working arrangements are being considered, we run the risk of taking control as we try and “lead” the way. If this is executed in a certain way, it will be akin to removing autonomy previously given. Risks abound!
Take ownership together – how to create a hybrid model of remote working
Remember,
Leadership is not a rank, it is a responsibility. Leadership is not about being in charge, it is about taking care of those in your charge. And when we take care of our people, our people will take care of us.
~Simon Sinek
Teams are the building blocks of organisations and where stuff gets done. So let’s put ownership into the hands of the team (as a whole), and let them co-create how they want to get work done as well as how they work together. Bosses who do this will find tremendous benefits on so many levels.
Here is a practical framework for a team to use as they design their modus operandi intentionally and thoughtfully – together. This will work for teams at any level in the organisation. Qualified team coaches (as opposed to facilitators or individual executive coaches) can help a team through a process.
A practical, six step framework for co-creating a hybrid model of remote working
This framework is based on the extensive research and work done on team function and dysfunction by Professor David Clutterbuck (“Coaching the Team at Work”, 2020).
1.Team purpose
- Why does your team exist and what hole would be left if it didn’t?
- Does the team have clarity and a solid shared understanding of its purpose?
- What discussions need to happen to ensure this occurs?
2. External processes (involving stakeholders)
- Who are your customers (either external to your organisation or internal within your organisation)?
- Who else is impacted or has an interest (for any reason) in your team’s activities?
- What are your stakeholder’s expectations? What feedback do you receive (or can collect)?
3. Internal processes
- How does the team manage its workflow, support each other and maintain good communication?
- How does the team ensure role clarity and decision-making quality?
4. Relationships
- How does the team want to work together, and how does it not want to?
- What do we need to do together when working in a hybrid model?
5. Learning
- How does the team respond to its changing environment and ensure continuous improvement and growth?
- How does the team’s learning needs link to everyone’s individual development plans?
6. The collective leadership of the team (as opposed to individual leadership)
- How does the team help their leader become the leader they need, while also distributing aspects of leadership amongst themselves so everything isn’t dependent on the team leader?
When having these conversations, encourage everyone to empathise (with stakeholders and other team members), ask – “what’s important?”, explore a range of options, and prototype some solutions that you can test including getting some feedback.
Conversations around all the above will need to be regularly revisited and updated as the team adapts. The environment is incredibly dynamic and it’s important that teams adapt together.
Wrapping up this blog series
The rabbit is out of the bag and employees have operated with autonomy as they have managed working at home. Bosses, keep the power in your team’s hands by engaging them as they participate in how their future working environment is managed. As bosses (and managers), you have the opportunity and responsibility to provide a different sort of leadership, one that provides space and invitation for involvement by your teams – even if it means finding ways to lift your own leadership practice. As hybrid working environments emerge alongside the changing needs of customers, it is important that all are on board to help navigate complexities around this change.
How will you respond going forward?
If you’re feeling stuck in where to go from here, but you recognise you need to create some lasting change within your teams, let’s talk. Check my availability here.
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