The Hybrid Simulator workshop gave us the insight & a depth of thinking about Hybrid working that has prompted us to consciously embrace the change for the long-term benefit of our business. The OE Cam team helped our Executive Committee grasp the broad range of considerations and explore both the opportunities and risks for our own organisation. Hybrid working is a deeper, more significant change than you may realise, and OE Cam provided us with the impetus to start on a journey which included directly engaging with all our colleagues on this topic.
(Group HR Director, FTSE 100 organisation)
Scroll down to learn more about the ‘unintended consequences’ of moving to the hybrid workplace…
Unintended consequence #1
‘Present Privilege’ is going to influence decision-making and change the team dynamic in the hybrid workplace...
Colleagues in the office are simply more visible. They will be part of the pre/post meeting conversations, feel more included and have greater impact in shaping how decisions get made.
The Hybrid Simulator will help your team leaders think through how best to maintain engagement, equity and performance.
Contact us to discuss a workshop for your team.
Unintended consequence #2
Extended periods of lockdown will have affected employee’s ‘connection’ to the business…
It’s inevitable. Even for those leaders who have stepped up ‘reaching out’ over lockdown, in-groups and out-groups will have formed and some team members will be feeling disconnected. The desired culture may have shifted too; requiring greater empowerment, trust and more agile behaviours.
Now is the time to think about re-onboarding and re-energising organisational culture to rebuild the one team feeling…
Read more about our mini re-onboarding idea here or download the full journal opposite.
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Unintended consequence #3
Leaders will require much greater levels of 'cognitive agility’ & EI in the hybrid workplace…
The business landscape is changing. Permanently. To effectively motivate and communicate with hybrid teams, leaders will need to think differently; to have much greater levels of ‘cognitive agility’ and emotional intelligence. An agile mindset has four core dimensions but perhaps the most crucial element right now is authenticity and the ability for leaders to foster trust, empower others and utilise personal energy for the benefit of the business.
A good place to start is a team effectiveness refresh. Leaders should remind themselves of colleague’s thinking styles & preferences, re-learn how to trust one another to allow for greater autonomy and create a psychologically safe environment.
Learn more about our team effectiveness & coaching services.