Making Hybrid Work for you and your Team
Managers can face challenges when implementing effective hybrid working. CMI partnered with Timewise to conduct research, delving into hybrid working dynamics. The research highlights the crucial role that management skills play in overcoming the obstacles to making hybrid work and the impact of targeted training.
Management Skills for Hybrid Working
Since the COVID-19 pandemic, hybrid working has become widespread. According to a CMI poll, the majority of managers (83%) are in favour of hybrid working. Yet, many organisations have adopted a reactive approach. They have relied on the outdated practices picked up during the pandemic, limiting their productivity in the process.
Given this context, we undertook a project where training workshops were delivered by Timewise to a small community of managers and we evaluated the impact.
The report ‘How Management Skills Make Hybrid Working Work’ explores ways managers can get the best out of their team when working in a hybrid way.
*Managers Voice poll of 1,006 managers conducted between 18th and 25th May 2023
Key Findings
After completing the targeted training, managers noted significant improvements in their ability to manage hybrid teams. They demonstrate greater confidence in the following key areas.
Comparison of before and after training figures:
Resolving
conflicts
Keeping teams
motivated
Balancing work & home commitments
Managing
underperformance
Key Recommendations
The report highlights the key skills that managers should demonstrate to make hybrid working effective.
Listening:
Set expectations and respond to people’s personal needs.
Self-awareness:
Examine how your management competencies will impact the team.
Communication:
Develop strategies for positive reinforcement and information sharing.
Inclusivity:
Address hidden biases to engage all team members.
Transparency:
Make sure you share relevant processes and involve others.
Meticulousness:
Share key points from relevant meetings with your team.
Connections:
Create cohesion and build in regular contact.
Assertiveness:
Proactively create a safe space in virtual meetings.
Designing and using hybrid meetings effectively:
Consider whether a virtual or in-person meeting is appropriate.
Utilise different remote working tools:
Mix different communication methods such as real time chat and virtual meetings.
I’m being more intentional in my approach to the way my team works and more aware about the impact hybrid working has on equity, diversity and inclusion, team cohesion, and my role as a manager.
Line manager of a large organisation, working in the public sector
I realised I had to ensure that myself and my team leads don't fall into the trap of only giving work to those who are happiest to jump on a Zoom and share with us.
Line manager of a small organisation, working in the private sector
I’m prioritising building trust and connecting with the team, setting clear expectations for communications (both face-to-face and via Teams) and deliverables, and reviewing roles and responsibilities with the team. I also understand my team and my role better and I’m learning to choose courage over comfort.
Line manager