Jenn Flynn leads Capital One Small Business Bank and is a highly respected corporate finance executive with 20+ years of experience.
The pandemic forced many of us to turn our homes into makeshift workspaces. While early on this seemed like a temporary measure to keep our communities and ourselves healthy, a distributed workforce quickly became the status quo and a full return to the office started to look like a trend of the past. Last year, while hoping to get the best of both worlds, many businesses—small and large—adopted an experimental hybrid approach.
At its best, a hybrid model allows business owners to leverage a distributed footprint and talent pool while also having collaboration space and time for in-person problem solving. For example, I lead a team of nearly 1,000 associates dispersed geographically. At Capital One, we have adopted a hybrid model that allows me to experience a vibrant in-office culture and retain the remote on-screen connections that were formed during Covid.
Many discovered the hybrid model also comes with a unique set of challenges, and leaders have had to learn new techniques in this hybrid world.
Maintaining team morale and fostering engagement, regardless of work location, is critical to effective hybrid leadership. From inclusive communication to utilizing digital tools, I will share my strategies and tips for creating an engaged and connected culture that empowers dispersed team members and drives productivity.
Involve your employees.
While some work is certainly best handled in person, opinions vary on the best ways to tackle other kinds of work: Some prefer to do their deep-focus work in the office, while others prefer independent work at home and use the office as a place to pop in for collaborative tasks. When it comes to hybrid, a one-size-fits-all approach simply won’t work.
As Lynda Gratton, a professor of management practice, put it in a Harvard Business Review article on hybrid work, “change … is bound to create feelings of unfairness and inequity, and the best way to address that problem is to ensure that as many employees as possible are involved in the design process.”
Check in with your employees and put together a framework that plays to the individual strengths and preferences of those on your team. Then, communicate the strategy clearly and regularly so everyone is on the same page and knows what is expected of them.
I also recommend periodic pulse checks because business conditions evolve, and so does employee sentiment. Gartner, for example, recommends to “keep adjusting work design over 12 to 18 months” to find the best approach for your team and your business. A great example of this from a small business I work with is hosting bimonthly roundtables for both leaders and associates, encouraging open dialogue to inform how everyone can set each other up for success.
Create a culture of communication.
Gartner data shows that combining asynchronous with in-person collaboration practices improves business outcomes. Take advantage of the many technology tools available that allow connection, collaboration, communication and contribution, no matter where you’re working.
For my team, this means using a tool that combines video and chat features in one platform. Be sure to assess the options based on your budget and business size. Another way I facilitate communication in a hybrid environment is by encouraging my team to add their location to all meeting invites, so it’s clear whether people will be joining virtually or in person.
Transparent communication across digital channels is important to keep the full team in the loop, whether on-site or remote. Build an intuitive and reliable tech stack based around your team’s unique needs, and invest the upfront time into training everyone on the ins and outs. I promise it will be worth it to have a connected team where everyone feels included!
Lead with empathy.
I believe preserving what is special about your corporate culture is especially important in a hybrid environment. One small-business founder told me that for her this means observing no-meeting days and thoroughly disconnecting during time off to protect work-life balance.
And prioritizing work-life balance doesn’t just benefit you when you’re off the clock. Supporting work-life balance for your team can also increase productivity and engagement.
Creating a space where employees feel cared for and safe requires leading with trust and empathy. When someone shares an experience with you, it’s not just about listening to them; it’s believing them—even when their lived experience is different than yours. You never know what someone is going through and how a little empathy can go a long way.
If you’re leading a hybrid team and struggling with disengagement and low morale, then it’s time to reassess your strategy. Work toward giving everyone a voice in the process as you iterate, build open lines of communication and, most importantly, lead with trust and empathy. It requires being purposeful in your approach; when done right, hybrid models really do offer the best of both worlds.
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