Onsite, Hybrid, or Remote; People Still Need to Have Purpose

Hey, remember when everyone went to work? Wasn't that something? Then remember when computers got connected to each other allowing some people to do some work from someplace other than the company office? Then remember when the whole world quickly changed during COVID and we decided that remote work was a good idea?

We didn't get to an era of massive remote and hybrid work by accident, but maybe faster than expected.

From what we have learned from these changes, it seems the future of work is leaning toward hybrid, with both employees and senior leaders expecting to split their week between remote and in-office work, often preferring 2-3 days remote. This shift isn't just about location; it demands a people-centric approach to leadership that prioritizes human needs, fosters engagement, and drives sustainable success. For mid- and upper-management, understanding and actively shaping this new landscape is not merely an option but a strategic imperative.

Hybrid is a Sampling, Not Necessarily Perfection

Hybrid work offers undeniable benefits, including increased flexibility and improved work-life balance for many employees. It has been linked to increased autonomy, motivation, and job satisfaction. Self-reported productivity has also shown an uptick, with many employees and managers believing productivity has increased while working from home. Furthermore, embracing flexible and hybrid models is crucial for talent attraction and retention, as a significant portion of the workforce, especially younger and higher-earning professionals, considers remote options a key condition and may seek new opportunities if not offered flexibility.

However, the hybrid model also presents significant challenges if not managed thoughtfully. One of the most critical is proximity bias, where leaders unconsciously favor employees they see in person over those working remotely. This can lead to remote employees being overlooked for promotions, key projects, or development opportunities, creating a two-tiered system and eroding trust. The blurring of work-life boundaries in hybrid settings can also contribute to burnout and work-life imbalance, especially if leaders assume constant availability. Social isolation and reduced networking opportunities are also commonly reported negative aspects of remote work, particularly affecting younger workers (Gen Z) who may struggle with building established networks.

Building a People-First Culture in a Hybrid World

To thrive in this new era, mid- and upper-management must adopt and champion genuinely people-centric strategies:

1. Empowerment & Development: Elevate the role of middle managers, recognizing their responsibility for people development and culture creation. Invest in comprehensive leadership development programs early in their careers, focusing on foundational "soft" skills like communication, empathy, and strategic thinking. Provide decision-making authority and involve them in strategic planning to enhance their sense of empowerment. Coaching, rather than just training, is often preferred for personalized learning.

2. Communication & Psychological Safety: Establish clear and consistent communication from senior leadership to avoid confusion and cynicism. Foster a culture of psychological safety, where employees feel comfortable voicing concerns and offering feedback without fear of retribution. Leaders should model openness to feedback and ensure concerns are taken seriously. High-performing teams embrace, rather than avoid, conflict, using honest conversations to foster alignment. "Brutal honesty" should be permanently retired. Instead, direct, accurate, and empathic communication regarding accountability and even correction will impact more change than any sharp-tongued rebuke.

3. Addressing Bias & Promoting Diversity: Proactively identify and mitigate ethical blind spots and unconscious biases, especially proximity bias, which can undermine equity in hybrid settings. Gen Z, in particular, expects organizations to prioritize Diversity, Equity, and Inclusion (DEI), transparency, and accountability. Engage younger employees authentically in policy development and decision-making to create meaningful DEI efforts, moving beyond performative gestures. One way NOT to do this is to rely on AI or other non-human methods to help with hiring, selection, and promotion processes. It may seem "objective," but the coding is done by humans relying on data that has typically been gathered from spaces that aren't precisely the models for diversity and inclusion.

4. Prioritizing Well-being: Recognize the psychological toll of management and the blurring work-life boundaries in hybrid work. Offer mental health resources and stress management support. Leaders must model the importance of disconnecting from work outside working hours and respecting boundaries, which can significantly reduce burnout and technostress. Organizations that invest in mental health programs see a positive return on investment.

   
   

Actionable Takeaways for Mid- and Upper-Management:

• Redefine Managerial Success: Shift focus from individual performance to working through others and enabling their teams. Metaphor: It's not whether a manager's plate is spinning fast, but if their entire team can keep their plates spinning

• Invest in Continuous Development: Provide early, targeted training and coaching in professional skills, emotional intelligence, and bias awareness.

• Foster Open Communication: Create formal and informal feedback mechanisms, including skip-level meetings and structured listening sessions, to bridge information gaps.

• Mitigate Proximity Bias: Implement structured communication practices and evaluate performance based on outcomes, not physical presence.

• Champion Psychological Safety: Encourage a "speak-up" culture where conflict is seen as an opportunity for growth and honest conversations are valued. Then ensure that there is no reprisal (direct or indirect) for those who ethically engage in honest and critical conversations.

• Prioritize Well-being: Model healthy work-life boundaries, support mental health initiatives, and ensure the "right to disconnect" is respected.

• Leverage Data for Insights: Use data, including AI-powered insights and employee surveys, to understand team sentiment, identify biases, and inform strategic decisions. Again, AI as help to humans, not instead of them.

By strategically addressing these areas, organizations can move beyond simply doing hybrid work to thriving in it, building resilient, engaged, and innovative teams for the future.