Leading the Shift to Hybrid
The OE Journal
Welcome to this edition of The OE. Whilst the shift to more hybrid ways of working offers great opportunities for employees and businesses alike, there will inevitably be downsides… the little things we haven’t really thought through yet. The playing field isn’t quite as level as we might think with ‘present privilege’ favouring those in the office and self-limiting beliefs creeping in for those working remotely.
Hybrid is new territory for all of us. No one has been there (at scale) before so it’s impossible to develop concrete plans. In this edition of The OE, we explore some of those unintended consequences. We set the scene by laying out the pros & cons of hybrid working and then we delve into the implications for leaders in more detail.
In order to explore what this new world may look like for our clients, we have designed a virtual Hybrid Simulator. In this workshop, OE Cam uses game theory and simulations to help leaders visualise the opportunities and work though the challenges so they can be better prepared for what lies ahead. If you would like to know more, please contact me at martyn.sakol@oecam.com
As always, we welcome your feedback and look forward to hearing what you think.
Number 20 Issue 1 2021Editor: Helen PybusEditorial Consultant: Gary Ashton
The Unintended Consequences of Hybrid Working
by MIKE THACKRAY
The hope is that hybrid will offer us the best of both worlds – the flexibility and autonomy of remote working coupled with greater collaboration and social cohesion of the office. However, the reality may be quite different. Mike Thackray explores the unintended consequences of hybrid working.
Clearing the Way:Decision Making in a Hybrid Working Environment
by GARY ASHTON
Good decision-making is the cornerstone of high performing organisations. It is difficult enough under normal circumstances but when operating in a hybrid environment, two challenges emerge – one is about quality of decisions and the other is effectiveness of the hand-over at the interface. Gary Ashton reveals how leaders can ‘clear the way’ for better decision-making.
Building the ‘One Team’ Feeling in Hybrid Workforces
by JULIE BROPHY
In this article Julie Brophy explores what leaders can do to minimise any negative psychological consequences of hybrid working. For example, how do you deal with unconscious bias of ‘in-groups’ and ‘out-groups’ or mitigate against present privilege? Julie explains how to design an approach which will help to rebuild social capital and keep the ‘one team’ feeling.
Me, Myself and my Screen:How working alone can fuel our self-limiting beliefs and what we, and leaders, can do about it
by TONI MARSHALL
In a hybrid world there are inevitably fewer naturally occurring opportunities for feedback or informal social engagement with colleagues. Left unchecked, this has the potential for self-limiting beliefs to flourish… Toni Marshall shares the story of Jen to demonstrate the challenges of self-limiting beliefs and what we, and leaders, can do to help.
In the Room or Zoom? The Misinterpretation Trap
by MARIAM MIRZA
In this short quiz Mariam Mirza reveals that although we think we have Zoom nailed, VC behaviours are still open to interpretation and it’s easy to jump to the wrong conclusion. Take a moment to think about your own VC meetings. What is your behaviour really saying?