Team Anywhere Leadership Podcast

The difference between a good company and a great company.... is fun. Fun is the number one factor between the companies that made the 100 Best Companies to Work For list and those that didn’t. In the companies that made the list, 82% of the employees said that they have fun at work. Alternately, that number was closer to 60% for those companies that didn’t quite make the cut. 

Today on the podcast, we have Dr. Bob Nelson and Mario Tamayo, authors of Work Made Fun Gets Done. Dr. Nelson and Mario Tamayo share tips for how to make your team and your organization less dull and more engaging. To lead a vibrant hybrid or virtual organization, one of the best things you can do is find out what your team members need for their own work to be fun.  

Why Fun at Work Matters

Even if we do our best to avoid it, today we are constantly bombarded with negative news. As a leader, it’s your responsibility to combat the negativity that your employees are facing. Many leaders higher up in the organization can have the misperception that fun is a waste of time and money, and is an impediment to business outcomes. But these leaders are highly mistaken. 

Especially since the pandemic, our work lives and home lives have never been so intertwined before. The leaders that deeply understand how their employees are balancing work and home life, also understand the value that fun plays in establishing the right mood for work. Leaders today need to understand that with this new hybrid work, it doesn’t matter where employees are located. Rather, what matters is incorporating fun into the work process from where you are. 

Dr. Bob Nelson and Mario Tamayo recommend that leaders and team members bring the proper data to their executives to discuss the results of having more fun at work. They explain that it’s important to speak the language of your executives and discuss the impact fun has on recruitment, retention, healthcare, and cost savings.

Recent research conducted by Dr. Nelson included looking at whether the work location of employees mattered in relation to their levels of work pride and organizational pride. (See https://workproud.com) The results proved that there was no significant difference between where people worked and their level of work and organizational pride. This supported the notion that you don’t have to “go into the office” to get the company culture. In fact, the data showed that remote employees actually had slightly more pride than those who worked in the office. This could be in part because their organization trusts them to have the flexibility to manage work within the context of their own life. 

Hosted on Acast. See acast.com/privacy for more information.

Today we interviewed Brant Cooper, author of the newly released book Disruption Proof. Brant suggests in a time of continuous disruption, we must spend more of our time innovating in what he calls “exploration mode”. Leaders need to be more open to trying things out, experimenting, exploring and finding solutions to near-term ever-changing problems. As companies innovate, they must work towards building a “RAD” organization (Resilient, Aware, Dynamic) so that they can empower their teams, and create an organization that embraces uncertainty and agility. 

In a post-pandemic era leaders need to rethink their roles. Instead of thinking about a five or 10 year horizon, leaders must empower their teams to deal with uncertainty and solve near term problems. This approach allows leaders and teams to be exceptionally skilled to Team Anywhere. 

Why are Leaders having such a Hard Time Accepting a Hybrid Style of Work?

Many leaders are still using an Industrial Age mindset, one that believes the leader should know all the answers. This outdated mindset focuses on a centralized, top-down decision making style that causes leaders to think are the only ones responsible for solving the problems. 

Today, COVID has increased uncertainty in business at astronomical levels and the way of doing business is now radically different. Today, successful companies are depending on their front line teams to be heavily involved in both making decisions and implementing change. This approach is completely opposite to what many executives and leaders understand, but this is where true transformation happens. 

Embracing Uncertainty Requires More Time in Exploration Mode

Executives and leaders need to step out of their mid or long-term outlook to spend more time exploring near-term problems. Your leaders can’t buy into a long-term vision if they are crippled by current issues. In order to do this, leaders and executives need to step into more exploration work. 

In the pre COVID era, work and leadership was centered around certainty. An average team would roughly spend 95% of their time in execution mode and 5% of the time in exploration mode. This worked in the pre-COVID era, but with so much uncertainty now, this approach no longer works. Today, leaders need to spend more time in exploration mode and use their innovative mindset to be able to solve near-term challenges.

The Shift from Managing to Empowering 

When leaders rely on their teams to find solutions, they empower their teams. This gives the leader more space and time to remove obstacles in the way of the team. When teams are empowered to exercise their intelligence and their creativity, they are more engaged, enjoy their job, and look forward to coming to work. Leaders can begin to empower their teams by trusting them to solve problems that are low risk and create near term impact. Empowering teams in this way helps the teams demonstrate their ability to solve those problems. 

5 Elements of A Disruption-Proof Business

To build a Disruption proof Business, Brant explains that it’s important to build a RAD Organization (Resilient, Aware and Dynamic). A RAD organization is much like a palm tree that bends as it weathers a storm but doesn’t break. RAD organizations are flexible and strong. These organizations continuously gather data, collate themes, formulate external and internal trends, expand perceptions, and transfer this dynamic knowledge into strategic planning and everyday work.  These organizations are able to quickly change based upon that new information. 

1. Empathy

2. Exploration

3. Evidence

4. Equilibrium

5. Ethics

Hosted on Acast. See acast.com/privacy for more information.

Today on the podcast, we have David Nour, a trusted adviser to global clients, corporate leaders, and rising entrepreneurs and the author of the recent book, Curve Benders. David is an expert in Relationship Economics: how to build enduring relationships that last a lifetime. Inside this episode, David shares how deepening relationships is the way to succeed in today’s distributed workplace. 

David proposes three relationship-centered goals for leadership development in a hybrid work environment that allow leaders to both deepen their relationships and stretch the true potential of their teams no matter where they are. 

Relationships: Your Company’s Biggest Undervalued Asset
Companies rarely tap into their biggest undervalued asset: relationships. Strategic relationship planning is the most important part of a business strategy, yet is often overlooked.

The question for leaders today is, how do you build that relationship-centric team, especially now where many teams are not getting together physically? 

Goal #1 Relationships Before Business

Early in David’s career, he thought about how he could combine the art and science of relationships to teach people how to identify, build, nurture, and sustain valued relationships beyond the inauthentic “networking” lessons. David wants to teach the following practices. 

Unlike typical - and often ineffective networking approaches--David talks about the value of relationship deposits, where you cannot ask for a favor until you've earned the right to do so.

With his experience living in several cultures, David was able to see the vastly different ideologies within relationship economics in different countries compared to America. In other countries like Iran, Asia, and Latin America, relationships are built first before two people conduct business. 

Unfortunately, we as Americans are so focused on the business first, that we typically don’t focus on relationships until after there is a good business fit. Once the business part works, we then begin forming relationships. 

But when it comes to having a successful business, leaders must remember that people will prioritize who they will invest in based on their relationship with you. Their relationship with you is based on four considerations: know, like, trust and respect. Relationships must be first, you must get other people to know, like, trust and respect you before you engage in business. Trying to bypass these four factors rarely works. To be an effective leader for your hybrid teams and for your customer, it is so important to build relationships first before doing business.

Goal #2 Build Relationship Centric Teams
Relationship centric teams have three characteristics:
1. A defined set of personal characteristics

Relationship-centric teams need a clearly defined set of characteristics that they know are required for that team to succeed. The team then needs to be clear on further developing these characteristics. Many teams look for characteristics such as grit, personal accountability, responsibility, and proactiveness. 

2. Trust. 

Trust is easy to talk about, but incredibly difficult to build, nurture, and sustain. Trust takes years to develop, and an instant to destroy it. When it is destroyed, it’s often because one is Pennywise and pound foolish. Relationship-centric teams are skilled in developing trust and having conversations around when trust is broken.

Click here for the entire summary

Hosted on Acast. See acast.com/privacy for more information.

The post-pandemic workplace is not going to be like it was when you worked in the office before 2020. As companies grapple with their hybrid work plans, leaders are taking this moment to refresh and reset. Leaders need to think consciously about creating a post-pandemic workplace that creates meaningful gatherings in new space designs.  

In today’s episode, we interview Tracy Brower, a PhD sociologist, author and a principal with Steelcase Applied resource and consulting group. Tracy explains that instead of “getting our employees back to the office”, we need to talk about how we are going to make our return to the office more compelling.  

Meaningful Gatherings
Your employees want to be together, but they’ve likely made it clear that they desire to gather in person only when it makes sense. They enjoy gathering in person because they want to connect with their colleagues. 

Meaningful gatherings mean identifying and creating significant mini-events that purposefully require in-person presence. These in-person gatherings must be meaningful according to the people attending - not just according to the leadership. These in-person experiences need to create awe. Awe is when we feel like we belong to a part of something that's big and awesome. 

Meaningful gatherings create employees who are happier because these gatherings recognize their contributions. When employees see the link between their work and how it serves the purpose of the company, they feel a sense of joy. Organizations need to be really clear in sharing this link during these in-person experiences. 

Talk to your employees about how meaningful gatherings give people the proper recognition, feed the company's purpose, and allow for proper planning and reflection. These conversations will help compel your employees to understand the role of returning to the office.

• Planning & Reflection

Planning and reflection are two activities that need to be meaningful in-person gatherings. In our  North American culture, we don't take a lot of time to reflect or to be intentional. We like to do things without planning and ignore reflection. 

Planning and reflection are two critical activities in a successful organization. Planning and reflection help feed a sense of team belonging and encourages a growth mindset. These gatherings allow employees to develop and stretch which is directly correlated with employee happiness.

• Stakeholder-Focused Gatherings

Bring in your customers or stakeholders for a small event to share stories with potential customers or employees. For example, host an event where you invite your current customers and your potential customers and let your current customers share stories about their success with your organization. This gathering creates more unity between not only your current and potential customers, but also between your employees as well.

• Alone, Together

Many organizations are now using their work cafés for remote workers who need to do focus work, and also want to be around other people. Unlike a productive work-from-home space, Alone Together is a gathering similar to an internal We-Work. These office spaces allow remote workers to reduce feelings of loneliness and isolation, even if they’re not working with the other people in the space.  

• Celebrations

There are many meaningful reasons to celebrate inside your organization. When celebrating, some companies use an artifact, like a cart, to use for their celebrations. This cart gets rolled out for events like baby showers, cocktail hours, and honoring employees. 

Hosted on Acast. See acast.com/privacy for more information.

In today's special episode we interview Rachel Casanova for our second round discussion on how to build a hybrid work model. Who is accountable for designing the hybrid work plan? If we leave it exclusively up to leadership, we may disenfranchise the employees and frankly, they'll leave. If we leave it up to the employees, will they have the best interests of the company in mind? 

Rachel recommends that this be a collaborative quest where leaders partner with their employees to come up with several possible hybrid scenarios. Companies that focus on the solutions rather than the problems will collaboratively create viable options to Team Anywhere in ways that work best for everyone.

The Problem: The Organization vs Employees
Inspired organizations describe their future vision and challenge their talent to bring what they have to the table to achieve their vision. These inspired organizations are not rules-based organizations. Rules-based organizations will only get out of their people what their job description says, which is far less than what their people are capable of. Most companies are rules-based organizations and since the onset of the pandemic, the rules are up for grabs. 

Now organizations are experiencing tension with their employees. There have been many examples where employers have said, “we need you back,” and employees have responded with, “we're not coming.” Several organizations have been focused on proposing hybrid work models. Perhaps these organizations and their employees are inspired by the same outcome. 

Organizations are faced with both the war for talent and the fear of employees quitting if they don’t get what they need. Thus, organizations have been willing to be flexible, perhaps because they have no choice. Both organizations and employees want to get to an ideal state where pandemic issues are behind them; and fortunately, it seems organizations are more willing to remain flexible.

Accountability

Accountability on certain subjects between the employee and the employer is also creating rising tensions. Both the employee and employer have their own individual mission, vision, and goals, and they need to get into a place where they can have those conversations to find alignment.

Accountability in many areas has pivoted toward putting more accountability on employers.  What is an employer going to do for their employees? What is the employer going to do to make the return-to-office easier for the employees? Employers are still faced with identifying who is accountable for things like vaccine mandates and the overall mental health of employees. 

The Solution: Prototype Several Hybrid Work Models Collaboratively

What does hybrid work mean? Before the pandemic, hybrid work was not a mainstream conversation. Today, discussions fall under this bucket of hybrid work, as if there is only one “right” hybrid work model. 

Have the Right Discussions
By having the right discussions and listening to all of the stakeholders before coming to a decision, leaders can come up with better hybrid scenarios. Organizations need to listen to employees, front-line managers, leadership, focus groups--and hear from external consultants and stakeholders. 

Having the right discussions with the right people allows organizations to create a hybrid work model that works for everyone without it being at the expense of a certain part of the organization. Employees are more open to speaking when the leader/owner isn’t in the room, so including expert dialogue consultants can break down that leadership influence to create great discussions.

To read the rest of the summary, click here. 

Hosted on Acast. See acast.com/privacy for more information.

Most return-to-office conversations begin with a binary perspective: are we in the office or are we out of the office? This question leads companies into discussing a hybrid strategy. But when leaders don't clearly and explicitly describe what their hybrid model will really mean and fail to create a clear strategy, they end up setting themselves up for more trouble. So is this question about “returning to the office” really the right question leaders should be asking? Tara explains that leaders need to start thinking more strategically about what they mean inside this topic.

Inside this week’s episode, Tara walks us through a three-step process to help create this strategy in this time of uncertainty. Tara explains that the pandemic has given us all the opportunity to become more precise and visionary. As we build strategies into the future, she advises that we start with the destination, focus on value, and then build on what's working. She refers to mindful and strategic tools from her book, Charting the Course: Tools for CEOs to Align Strategy and Operations.

Start with a Destination
Tara defines strategy as a set of decisions and actions you need to get you where you want to go.  So before you can consider how, where, or when your employees will be working, you have to start with the question “to what end?” That’s your destination. You have to set a clear destination for your strategy. In the return to office topic, what is it that you're trying to achieve?

Starting with a destination allows you to get out of our current world and start expanding your thinking. A vision board is a wonderful tool for showing that expanded thinking visually. Unlike a vision statement, a vision board is not just the words on the page that describe your vision. A vision board helps others see what your end vision looks like. When digging into your vision, it’s important to consider your external landscape to be sure the vision is compelling and fits within your business context. 

Focus on Value
Whatever business you're in, you have to deliver value in order to succeed. 

If you can't precisely identify what value you add and deliver on it, it’s going to be hard to sell your future strategy. This doesn’t mean you have to be doing charitable work to add value to the world or to your customers. Rather, it means you need to get clear on how your future strategy adds value to all of your stakeholders. Without the value component, it’s harder to sustain success. In Tara’s experience, most people want to feel the work they do matters - to customers, the community, or the environment. Thus, connecting value to the vision also makes it easier to motivate your team to reach the destination. 

Build on What’s Working
Once you’ve clarified or affirmed your destination and described the value that you provide and can continue to create, it’s time to build on what’s working. 

Start thinking about what worked, what could be improved, and what could change or be done in more innovative ways. Over the past 18 months, your company has learned a lot. Now, you have the chance to think carefully about what has changed for the better and enhanced your ability to deliver value for customers and staff. What happened in the last 18 months that really worked well and how can you build on that? Find dialogue questions inside Tara’s book.

One caution: Rationalizing your return to office decision as grounded in your culture may be a trap.  You may not want to blindly retain the culture you “had”, even if it worked well in the past. Why? Looking forward, the culture you had may not be the culture you NEED to achieve your objectives.  See full summary here.

Hosted on Acast. See acast.com/privacy for more information.

In today’s episode, we interview Liane Davey, a New York Times bestselling author and contributor at the Harvard Business Review.

Some of the nicest, most empathetic, most wonderful managers are making the biggest mistakes in planning their back to the office agenda. They're trying to be empathetic and nice and wonderful. They're asking their employees, “what are you thinking about return-to-office?” The only problem is that trying to be nice and fair just isn't working. How can you be fair to everyone? You can't. 

In the podcast that you all have been waiting for, Liane Davey deals with the top three problems of the return to office conversation. Number one is going in with no boundaries or guidelines. Number two is getting all hung up on fairness; and number three is optimizing for individuals rather than optimizing for the team overall. Spoiler alert: you need to have an established baseline of non negotiables before you just let everyone decide. 

Prepare the Conversation

At the senior leadership level, leadership teams need to discuss and identify boundaries and non-negotiables to guide the conversations. Such guidelines prevent pitfalls as plans and conversations with employees are rolled out. The guidelines provide a win/win--flexibility for employees while also meeting the needs of the organization. 

Without such preparation, conversations can become confusing and too open-ended. 

Identify Organization and Team Boundaries 

If you’re in a senior leadership team, you will likely be creating (or have created) boundaries in your strategy meetings. It is prudent that leadership teams spend time digging into these boundaries--the reasoning and all implications. Those just below the top team need to check-in and make sure communication is flowing from the top and from HR so they can successfully hold conversations throughout the organization. In this way, they can identify what is true versus the story they’ve been telling themselves or what employees have been assuming. 

This is the time to be mindful and identify the guiding principles that are going to be at the core of these difficult conversations.  Once again, identify at least a few non-negotiables that are going to be true for the entire organization. When identifying boundaries and non-negotiables, leaders need to stay customer-focused and consider the impact on culture.

Stay Customer Focused

The customer should be in the center of tailoring clear boundaries and non-negotiables. Get clear on what your customers need and when your team needs to be physically together to achieve customer success. Ask yourself, “Will the customer experience change in different scenarios regarding the amount of time our teams will or should spend in-person?” 

Consider the Impact on Culture  Consider how culture is affected by whether your team spends more time together in person or not. 

When it comes to this, companies are going in very different directions. Some companies are saying, “Look, there’s culture, there’s collaboration, and then there's the sparks of innovation that we believe won't happen if people aren't physically together. So, we're going back to the office most of the time.” 

Other companies are saying, “Roughly 20% of what we do is beneficial to do in person. The rest of our work can be done just as easily or even more productively at home because of in office distractions and long commutes. So, we are going to go hybrid and only get together for gatherings and special projects.”

To read the full summary click here.

Hosted on Acast. See acast.com/privacy for more information.

In this podcast, Renee McGowan states that success in a virtual or hybrid environment depends on getting clear on the new and ever-changing expectations of employees. Spoiler alert:  if you don't find out what those expectations are, you will be toast! In today's world, you will need to master empathy, vulnerability, and even deeper levels of trust. With these new practices and a greater appreciation for agility and flexibility, you will truly succeed as you team anywhere.

The level of organizational change that has occurred in this pandemic is one that will be talked about in history books for a long time. When the pandemic started, the entire globe experienced a sudden organizational shift as companies went 100% remote with zero time to prepare. 

Organizational Design and Leadership
Today, after going back and forth on whether companies will be 100% remote or going back to work in the office, many leaders have realized that it’s unlikely that we won’t have a world where people come together at least some of the time. Renee points out that we’ve seen the value of in-person culture collaboration and the value of remote work, and we’re all trying to discover the perfect balance between both of them that fits our organization and team members’ needs. 

Today, and in the future,  organizational design is going to be about hybrid work and remaining flexible. 

Organizational Design Questionnaire
If you are like most leadership teams right now and searching for an ideal hybrid work model, Renee recommends using these questions to begin your process and to seek anonymous feedback from your entire team. 

• How do we want colleagues to work and interact?
• Do we want them all working at the same time?
• Do we want them to be all working at the same time of the day?
• What types of communications will be used? 
• How do we remove things that are time-wasting and spend time on things that are valuable? 
• How do we make sure that we're getting all of the richness that comes with people coming together? 
• What level of flexibility is possible in our business? 

Renee shares an example about product engineering roles. Product engineering roles can be done remotely, and many engineers have been doing so. But, is it optimal for collaboration,  creativity, sitting down and reviewing blueprints, prototypes, etc?

After leaders know what flexibility is possible, then they should look at what flexibility is actually desirable. How much do you actually think people need to come together in person versus working on their own? What amount of flexibility is sustainable? Then consider, what's the role of the office? What technology have you got that's enabling it? Do you have the right job descriptions or the right performance management descriptions that support workers being successful in their roles? 

Organizational Design is Different Today

You have to take stock of all the ways work has changed. Leaders tend to focus on hybrid or remote but overlook that other things have changed as well; both leadership styles and employee expectations have changed. The biggest risk factor is satisfying new employee expectations, but then not being able to create the employee experience or energized workforce needed for a sustainable organization today. There must be a balanced solution.

To see the full summary, click here.

Hosted on Acast. See acast.com/privacy for more information.

Hybrid work has changed the way businesses operate and radically changed the way teams operate. For many organizations, hybrid work is here to stay and a lot of industries are embracing operations in a hybrid environment. So today, there is a responsibility for those leaders and teams to figure out how they are going to operate in a hybrid environment and how to create an inclusive culture when team members are often dispersed. 

In today’s episode we interview Perrine Farque, Author of Inclusion: The Ultimate Secret for an Organization's Success. Perrine agrees with and shares the work of recent studies from HBR and McKinsey, which prove that diverse and inclusive teams push the limits to perform better. 

What is the Meaning of Inclusion?

Inclusion is being heard and seen and valued for who you are. At work, you feel included when you are greeted by your name, people listen to your ideas, and your feedback is valued. A leader who creates inclusion recognizes the presence of every person on their team, remembers details about each person's life, and asks questions that allow for meaningful connection.

Defining Belonging

Belonging is the ultimate level of where people feel like they belong to their team. They see their team as a tribe, as human beings wired by a sense of belonging. This desire is present for all of us--at home, at work and in our communities. Thus, keeping this sense of belonging alive in hybrid environments is essential.  

How to Improve Inclusion in the Workplace

As a Team Member

Understand and Notice the Difference between Appreciation vs. Depreciation at Work

A lot of managers depreciate their team members and they don’t even know it. Depreciation is the opposite of appreciation. When team members are depreciated, they do not feel heard, valued, or respected. Team members feel depreciated when they are not asked for their opinion in meetings or are asked at the last minute when time is running out. 

Leaders might not even notice this is happening. In extreme cases of depreciation, this could be seen as bullying or a form of toxic leadership. Depreciation leads to disengagement, lack of trust, and lack of creative thinking. 

If You Don’t Feel Appreciated At Work

1. Establish trust with that person. If it’s a toxic leader, you might be able to build trust by channelling their inner motivation to compete. Many leaders are very competitive, so you can build rapport and then leverage their competitive desire. To do that, you can give them tips on how to improve their career or achieve goals through the trusting support and partnership you are offering. 
2. Encourage other employees to give the leader feedback to create awareness and help them understand the undesired consequences of their behaviors. 
3. Develop explicit standards for inclusive leadership. For example, “We don’t tolerate toxic leadership, bullying or harassment; we don’t tolerate public shaming.”

If You Don’t Feel Like You Belong to Your Team or Company

If, as a team member, you don’t feel like you belong, what should you do?  Perrine recommends that you begin by taking ownership of your feelings, and muster the courage to reach out. 

Take Ownership

As a team member who doesn’t feel a sense of belonging, sharing how you are feeling is a way for you to take responsibility for the relationship. You can't expect your team members or leaders to read your mind. By reaching out and instigating a two-way dialogue, you can share your challenges and also learn what challenges others are dealing with. This creates a bond of inclusion.

To see the full summary click here.

Hosted on Acast. See acast.com/privacy for more information.

In today’s episode we interview Dave McKeown, author of The Self-Evolved Leader. In this week’s episode, Dave talks about how successful hybrid teams need to have more conversations than they might think as we figure out the hybrid work environment. Additionally, Dave discusses how the pandemic shifted what leadership styles are working. The old “here’s my vision, follow me” approach no longer works as leaders are called upon to embrace the unknown and create a unified vision with their team. 

Successful hybrid teams will have to view the unknown future as a growth opportunity for themselves and their team members. These teams will recognize that embracing uncertainty is the best environment for everyone to develop. When these team members become Self-Evolved leaders, they will take the opportunity to reach out, ask questions, and challenge their team members as they all grow together and navigate teaming from anywhere. 

Leadership Styles Changed in 2020
Even before the brink of the pandemic, the older leadership style of the powerful and confident leader with the strong vision that called for others to follow was becoming less effective. The older style of “I know what the future is, follow me” caused a form of skepticism from realistic  employees. With the onset of the COVID-19 crisis, that leadership style became irrelevant almost overnight. As employees began to work from home, not a single leader could say they knew what the future held. 

This caused a new leadership style to become more powerful - a leadership style that is more authentic and that embraces the fact that leaders don’t always know everything. The leaders that became more successful were the ones that were asking “How are you really doing” and “How can I help you right now”. The Servant Leadership style instantly became the new norm. 

Leadership today is about not being able to lead with true certainty. Leaders need to know how to lead with a degree of uncertainty and create a shared future over being the one with the vision.

In the hybrid workplace, our leaders need to focus on achieving goals and making sure team members are developing. Balancing these two focus areas is harder with remote work. Leaders need to be highly intentional about creating symbiotic conversations that create mutual relationships between remote and in-office employees. Leaders need to avoid the easy approach of returning to the office and then tagging on remote workers. Leaders are called upon today to create a whole new design for work. 

They Have Conversations that Create Team Flow
Conversations that create team flow should encourage teams to take on new tasks so that the leader can shift into a more strategic mode. This allows team members to take the load off the leader's plate, and therefore allows the leader time and space to add value right back to their team members. Leaders should consider what tasks they can give away—even if it involves spending some time coaching others—in order to then gain more strategic space.

• What tasks can give away, even if someone needs a little support so that they can grow, allowing you more time in the strategic space?

They Have Conversations that Create Shared Responsibility

The hybrid work environment simply can not rely on email. Hybrid teams must ensure they  have good tools and systems in place. The work has to be looked at, talked about and executed in a way that everyone can access at any time. In this way, there is a shared responsibility to get things done and fill in the gaps.

To read the full summary, click here.

Hosted on Acast. See acast.com/privacy for more information.