After just four weeks in her seat, my friend, who I know recently quit her C-suite hybrid position. The reason? The reason is a poor fit for the culture. Culture is the heartbeat of your business. If you have a positive culture, then it will attract talent. If the culture is toxic and a talent pool leaks out, it’s an open bucket that cannot be fixed easily. MIT Sloan reports that a bad culture is 10.4 times more effective than compensation when predicting an organization’s rate of attrition compared to its competitors.
What makes a culture a good one? In the case of many, our perception of work has been transformed in the last two years—the majority of knowledge workers wax in awe of the benefits and challenges of working from home. Gartner, Inc. reports that nearly half of employees will continue working at least part of the time remotely in our post-pandemic world. The right hybrid culture is crucial.
With the what, where as well as the how expected to be forever changing, it’s now time to focus on the reasons the company in question employs people. Leaders are in the best position to in shaping that “why” by intentionally creating the culture of their organization. Here are some strategies pioneers can use to influence the work experience of their employees, wherever they choose to make it happen.
Create your team’s hybrid culture as a strategy for business.
One of the most challenging challenges my clients have to overcome is communicating their culture to the new employees of the company. New employees don’t have the opportunity to meet their colleagues in person, or experience the excitement of the company’s headquarters. It’s not difficult for employees to feel disengaged because culture is not a priority.
Similar to a company’s strategic direction, A hybrid workplace culture demands the ability to see, plan, and experimentation measuring with feedback. Continuous improvement. It all begins with an intention. As a team of leaders discusses openly the type of culture you would like to establish. Discuss how remote team members will interact with team members on the ground and how the flow and methods of communication might appear different. Look for ways to promote equality in the work environment across other groups and resist the tendency to favor those who are seen. Instead, concentrate on the results that every team member contributes to.
Invest in building genuine human connections.
For teams to function effectively, we must rely on secure, reliable human connections. Everyone is always asking, “Will you have my back when things get difficult? Can I count on you? Do you care about me?”
It is essential to understand your colleagues ‘ interests–from their names for their children or pets to the most recent Netflix fascinations — all of it can yield a return on investment. In remote or hybrid structures, these relationship-building moments must now be planned, synchronized and prioritized.
Thankfully the joy of watercooler conversations can be recreated using technology-enabled platforms and a shared conviction that these moments are essential. However, building relationships requires investing time, money, and resources. Once trust-based bonds are created, they could bring dividends to the entire team.
Attach to your company’s North Star.
With the constant flow of daily to-do lists, It’s easy to forget the company’s goal. As a team leader, ensure that every team member understands their role on the overall team’s goal and how their efforts add to the general overall goal mission of the company.
Ninety percent (90%) of executives believe that their organization is aware of the importance of having a purpose in the workplace; however, only 46% say that purpose plays a role in making strategic decisions. As a leader, you should keep aside time for discussions on what you consider to be your North Star. Please find out how your goals influence the initiatives you choose to approve and where to invest your money and how teams organize their time. Also, be sure to share and celebrate the impact stories on customers so that instances of purposeful actions are repeated.
Belonging, flexibility, and the freedom of choice.
Alongside human connections and a sense of connection to the corporate mission, the culture of a company is usually defined by the level of happiness of its employees. Indeed’s World Happiness Report reveals the essential factors that affect employee happiness and happiness, which may not be what the leaders believe. The most notable is that belonging at work is the most critical factor in employee happiness. In hybrid teams, this requires creating cross-pollinating teams, establishing programs for team members, and allowing time for social interactions between groups.
Leaders also can give more freedom and choices to team members. Instead of returning to the old ways, use this time to rethink how team members collaborate. Provide suggestions on ways to work in hybrid teams, such as “One Zoom All Zoom” and an agreement to be in the office at specific times and times, if feasible. Set up guardrails, and then allow your team to create arrangements that are best for them.
Be aware that your culture is constantly changing.
For most companies, hybrid teams will be around for the long haul. When your company’s culture changes with the new structure, remember that every person is able to impact the overall experience of employees. Look out for areas of negativity or negative attrition developments in various areas of the company. We can build strong, trusted relationships, and a sense of feeling of connection to the purpose of the companies and a sense of belonging and all within a new imagined work structure. The company’s culture could be the key to keeping the top performer, or watching her go out the door of the virtual. Let’s give your company’s culture the focus it deserves.