Introduce hybrid ways of working with longevity in mind.
The current working world has become a mix of in office and remote work. The liberalization of location is the present management challenge for future thinking leaders, the greatest goal being to bring together the best team’s regardless of where they are. Enabling hybrid ways of working is the adoption of purpose driven flexibility with digital tools to be the catalyst for assembling the best teams to create more value through greater innovations.
The office is no longer a building.
Productivity as showcased by the covid-19 pandemic is not linked to where work is conducted but rather based on the skills of team leaders and talent to coordinate using digital tools. Finsys having investigated and explored avenues for future thinking managers to find more success with hybrid work has defined three core pillars for success; 1. Going Hybrid, 2. Agile Ways of working, and 3. Location.
1. Going Hybrid.
Synergizing an organization to think and work in hybrid terms will be vital for future success. However, leaders should never forget these changes are aimed to improve the workflow and experiences of the talent. Good structures will encourage more collaboration, sharing of ideas and streamline communication between teams and talent using digital tools. Beyond the blending of human ingenuity with new technology, the challenge for managers will be how they connect people anywhere anytime whilst creating an organization that is driven and clearly united with core tents will be key. This will require the top-down adoption of hybrid working systems with the development of a strong shared culture amongst employees.
2. Agile Ways of Working.
Leveraging smaller, cross functional agile teams will be detrimental to managing teams working within a hybrid system. With talent more dispersed and harder to coordinate these teams will need more independence, the power to explore ideas and changes to old governance structures. By using technology to meet virtually daily agile activities can aid in generating successful remote collaborations.
3. Location.
Location is no longer a limiting factor for teams or projects. Using virtual meeting rooms and digital tools anyone anywhere can collaborate and share ideas. This is a shift in how people define the workplace from tangible buildings and offices to any communication channel. Yet, this does not shrink the traditional workspace rather it allows for it to be expanded in exciting new ways. Consider, the ability to pool talent from any location international and/or the freeing up of office space in favour of more collaborative zones within office building to give teams that meet in person the best environments to create future value driving ideas.
Ensuring the longevity of hybrid ideas.
Shifting to a hybrid model should not be viewed as a post pandemic reflex. Rather it requires the attention and investment on a deep systemic level to take root and become a permanent fixture within an organization. As more employees can return to traditional office spaces it becomes more important for leaders to be aware of the most effective digital tools and agile ways of working teams adopted. The talent will expect the same levels of agile flexibility and will want to rely on the tools they have become accustomed too. Once more induvial flexibility and freedom in terms of working have been granted it becomes incredibly hard to revoke them. Suggesting that for organizations to maintain the new hybrid skills they have gained through remote work they will have to keep investing and empower workers with good leaders.
Keep Investing
Employees have become used to adopting new tools, technology and working styles to keep up with fast changing surroundings. By identifying the talent that thrives in fast passed environments and enjoy the challenge of continuously learning will present organizations with the ability to keep pushing. These core members if given new ways of working will keep pushing, allowing for experimentation and for new tools to be tested for the larger organization faster. By continuing to invest in new digital avenues the business is also investing in these people to keep improving enabling them to be at the cutting edge of the industry.
Empower the talent through leadership.
Ensure that leaders have the training and tools to guide people both in a traditional setting and in new online environments. Being versed in all forms of communication will be vital for leaders to convey ideas and concepts to team members, because if leaders cannot communicate how can they lead? And if the talent can be reached how can they execute?
The road to engaging with the talent to make them the best they can be is paved with good leaders being able to convey ideas in any medium. By empowering good leaders that are not scared to try new tools and innovating in the ways they lead the talent will be best be reached and inspired to do their best.
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