A hybrid team is a team of employees who work remotely and in person throughout the week, often leveraging technology to collaborate seamlessly across different locations. They can work in person four days a week or once a week. Regardless of their hybrid structure, they are considered a hybrid team if they are expected to work in person at some point during the week.
There are many challenges to leading a hybrid team, but one way to ensure a positive work experience for all and get the best performance from your team is to follow shared hybrid work guidelines.
Writing a Hybrid Work Guideline
Every team is different, but there are sliding scales for work complexity and collaboration that we can apply to any team trying to determine whether a hybrid work environment can work for them and how to begin to look at how to structure their own model.
A hybrid team works well when the work is not complex and doesn’t require a lot of collaboration. Depending on where a team lands on this scale, a fully remote situation may work, or, on the other hand, a team may find a hybrid model is not feasible.
Once you and your organization agree on a general approach to hybrid work based on where your team falls on the scales of complexity and collaboration, and you have the buy-in to make it your own, you can begin to work on a model.
The first step is to look at your work and create a model everyone can get on board with. We do this by using Gartner’s Model of work collaboration, organizing all tasks in a given week, month and quarter into these three categories:
1. Together, together work—this is work that must be done together, in person. For example, practicing a presentation or assembling client holiday gift boxes.
2. Together, apart work—this is collaborative work that requires people to work synchronously but not physically together. Examples include brainstorming, meetings, and training.
3. Alone, apart work—this is work done by one person and doesn’t require input from anyone else. Examples include designing a poster from a creative brief or booking flights for the company retreat. It can be done anywhere at any time.
And I believe much of the ‘together, apart work’ can become ‘alone, apart work’ with the aid of asynchronous project tools. With the right digital facilitation, we can provide input and feedback alone without filling schedules with meetings or having to work simultaneously.
Once you have divided all work tasks into these three buckets and calculated the time required for ‘together, together work,’ you will have the number of anchor days required for your guideline.
Anchor Days
An anchor day or anchor days are designated days requiring physical presence at work. These days are mandatory and serve a clear purpose, providing benefits that are well understood by all parties involved. Typically, anchor days are scheduled to ensure that essential work tasks are carried out efficiently and effectively while promoting employee collaboration and teamwork.
Accountability System
Once you have established the number of anchor days required in the week or month, create an accountability system that keeps everyone on track. Do this without micromanaging or creating mistrust among team members.
The often-used stand-up morning meeting is an excellent way to have accountability. This is an opportunity for everyone on the team to report what they got done the day before, what they have to do today, identify any obstacles they may be facing, and communicate any support they may require from others to accomplish their goals. But don’t let it drift into more than an update.
Stand-ups can be done just as well in a group chat or through a voice memo.
However, you choose to set accountability in your team, document it and follow it closely. The goal is for deep work to be valued and for everyone to stay focused on the task at hand without losing sight of the long-term goal.
Create a Culture of Work Planning
Historically, employees scheduled their work around project deadlines and deliverables. They came into work with a to-do list based on what was due next or what the team was working on at the moment.
Leaders of hybrid teams need to shift this mindset to a collaborative planning mindset. Individuals and teams need to plan work out ahead of time based on the agreed anchor days.
Through one-on-one meetings, discuss with each team member what work they need to do in person with others and what work they prefer or think is best done at home (or ‘alone, apart’).
Empower them to plan their work schedules around the three types of collaboration, beginning with ‘together, together work’ on the anchor days and then encourage them to build their schedules around anchor days.
What needs to happen the day before to be ready? What work can be done when you are not in the office, but others are? When is it best to do ‘together, apart work’ with coworkers? Who has daycare pick-ups and drop-offs to work around?
As a team, shift your mindset to collaboratively plan work around the three categories: ‘together, together’, ‘together, apart’ and ‘alone, apart.’
Tune In to How Your Team Works
The level of planning and intentionality we’re talking about requires you to know your team beyond work. Check-in regularly with how things are going outside of work and make notes as you get to know important details about your direct reports’ individual needs and preferences:
- When do they do their best alone work?
- What do they like most about coming into the office?
- What restraints or stressors do they have on their schedules at home?
- What are possible risks that would prevent them from working according to the plan?
- How do they take breaks?
- Do they have times of the day when they can’t be on video or take calls?
We want to encourage employees to work in the way that’s best for them and support the team. By reducing perceived expectations, you can empower everyone to find work-life balance, reduce work-related stress, and collaborate more effectively.
Writing a Hybrid Work Guideline
Once you have established a plan for hybrid work and have gotten buy-in from your team, it’s time to write it out. Although this is not a strict policy, a written guideline gives everyone something to refer to and work towards and can ease many challenges to leading a hybrid team.
To this end, be clear and specific about details and outline what happens when the team slips. Build accountability for team members and for yourself in to it.
Hannah Ross wrote an article for Follow.app outlining what to include in a written hybrid work policy, and I think it’s a good start. But don’t be afraid to make it your own (or ask ChatGPT for help):
- Give context
- Guideline purpose and summary
- Define work schedule
- Communication guidelines and availability expectations
- Provided equipment
- Office information
- Legalities
- Conclusion and agreement
However, its structure ensures everyone understands the why and the how, as well as how team members will be held accountable and how the model will be updated as the team evolves.
Getting The Most out of Hybrid Work
A well-built hybrid guideline is the best way to get the most out of hybrid work, increasing team performance, employee engagement and work satisfaction. Be a flexible leader and embrace the way of working that works best for your team.
If you need further advice, please read Leading Hybrid Teams or contact us to learn about the Lighthouse NINE Group Hybrid Work Toolkit.
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