- Hybrid team members must rely upon collaboration technology to communicate and collaborate.
- Management practices and approaches that work face to face do not always translate effectively in hybrid contexts.
- Managers cannot rely upon spontaneous social interactions that happen organically when people are colocated to build meaningful and trusting relationships. Space and time need to be created in a hybrid environment for this to happen.
- Observing an employee’s performance or development can be more difficult, and relying on others’ feedback becomes more critical for managing performance and development.
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- Managing hybrid teams does not require developing new manager competencies. Instead, managers need to “dial up” competencies they already have and adjust their approaches.
- Setting clear expectations with hybrid teams creates the foundation needed to manage them effectively.
- Remote employees crave more meaningful interactions about performance and development with their managers.
Impact and Result
- Create a solid foundation for managing hybrid teams by setting clear expectations and taking a more planful approach to managing performance and employee development.
- Dial up key management competencies that you already have. Managers do not need to develop new competencies; they just need to adjust and refocus their approaches.