When it comes to hybrid work, leaders have many questions about how to make the right decisions for their teams. Nudge CEO, Steve Grace, was recently interviewed by Howspace to share his advice and best practices of leading hybrid teams.

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There is no one-size-fits all approach for hybrid work

I think the most important thing about hybrid working is that there is no one size fits all.

There is no point going from a full-time office environment to a very rigid hybrid environment where people must be in the office two days a week, or must work two days from home—that defeats the object of the whole concept of flexible working.

Great leaders already know that each individual person (or sometimes department in larger organizations) need to be led and managed differently and this is the same.

At The Nudge Group, we have adopted a true, flexible working policy. Team members who want to come into the office five days a week can do that, team members who want to come into the office once a month can do that as well. Some of our staff may only want to work during school hours, again there is no issue with this at all.

We only have a couple of regular meetings—a weekly catch-up (conducted virtually or in-person), and a monthly meeting conducted in-person (if possible, for everyone). We also use Slack across our organisation to encourage chat between team members; this is a great way to ensure we still get that transfer of knowledge between senior and junior staff.

The main issue most organizations or managers have with hybrid working or remote working is centred around trust. But, in my opinion, if you’re worried about whether your staff are being productive when they’re working remotely, you’ve got a hiring issue.

Treat people like adults, let them work the way they feel is best for them, give them the flexibility to suit the different stages in their life, and you’ll see this will result in happier and better performing team members.

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