Tips for building productive teams in a hybrid work environment

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“I’m leading a newly formed hybrid team working on a new project. Some of the team members are brand-new hires while others are more seasoned and have been around for a while. I’m concerned that we have to ramp up productivity really fast because we’re under very tight deadlines. How do I turn this hybrid group into a highly productive team? We don’t have time for social events or endless get-to-know-your teammate sessions.”

No question, when you’re under very tight deadlines and a huge amount of pressure, it can be overwhelming to think about getting results. Then, try working with a hybrid team that you probably don’t know very well and the whole thing can feel next to impossible.

“There’s no simple solution,” says Phil Simon, an expert on workplace collaboration and technology and author of a number of books, including “Project Management in the Hybrid Workplace.” “We’ve known for a long time that it takes teams time to gel. The rise of remote and hybrid work doesn’t change that one iota.”

As you know, hybrid work is alive and popular, with the latest Gallup study showing that five in 10 full-time U.S. employees have “remote-capable” jobs with the majority of people in those jobs currently working either 100 percent remotely or in a hybrid arrangement. The research shows that six in 10 employees with “remote-capable jobs” want a hybrid work arrangement while about one-third prefer fully remote work and less than 10 percent prefer to work on-site.

The Gallup research also shows that four in 10 hybrid workers get to set their own office schedules, while five in 10 have a required hybrid schedule. Whether the schedule is chosen by the employee or mandated by the office, research shows the most popular in-office days are Tuesdays, Wednesdays and Thursdays.

Given the number of “remote-capable” workers, Gallup researchers note that team productivity in the hybrid workplace depends on the development of effective collaboration. “When teams are physically distanced and on different schedules, teamwork is harder to coordinate, and productive partnerships are more difficult to cultivate,” they said.

It might be challenging but it’s not impossible. With some thoughtful planning as you get going, you might do better than you think. “You’re in a high-pressure situation, and while team bonding is important, I completely understand that time is of the essence,” says Sally Dillon, director and chief human resources officer at Revolution Consulting Group in Australia, who has written on this topic.

“The good news? You don’t need endless social events to build a high-performing hybrid team; what you need is a clear plan, structured collaboration, and meaningful engagement,” she says.

Putting a plan together isn’t as common as you might think, however. Gallup’s recent study of 2,877 U.S.-based hybrid workers showed that about half (some 48 percent) were on a team that had not discussed a formal or informal plan for how to collaborate in a hybrid environment.

With a plan in place, employees are 2.2 times more likely to say their organization’s hybrid policy has an “extremely positive” impact on their team’s collaboration, according to the Gallup research. They are also 66 percent more likely to be engaged at work and 29 percent less likely to face burn-out.  The research also showed that individual contributors are more likely to be without a plan for hybrid collaboration than their managers. “Roles requiring complex levels of leadership collaboration are especially in need of well-orchestrated hybrid teamwork,” the researchers said.

What should a plan include? Keep it simple with an outline that includes your team’s mission and key goals, expected ways of working, including how and when people will communicate, the tools they will use, how decisions will be made and prioritizing tasks based on who is in the best position to complete them, whether they are remote or on-site, Dillon says.

“This doesn’t have to be a lengthy document – just a concise agreement that sets expectations from day one.”

Another expert, Brian Elliott, co-author of “How the Future Works: Leading Flexible Teams To Do the Best Work of Their Lives,” agreed, saying that the “how” of working together as a group is really important when it comes to how communication will work, how decisions will be made and what hours people will be available.

You don’t have to have “endless social events” to help people get to know each other. One idea, Elliott says, is to start off by having people share their own “about me” document that would include their background, skills and preferences (“I’m a morning person”) as well as constraints (“I coach kids soccer Thursday afternoons”) “That builds understanding.”

Teams often make the mistake of scheduling more meetings than they need to. Instead of doing that, “make the ones you do have count,” Dillon says. She suggests that your team have “structured weekly check-ins” focused on “blockers, priorities and wins.” “Keep them short and action oriented.”

In addition, teams should have a “simple communication rhythm” that might include using Slack or MS Teams for quick updates, an online dashboard to track progress and then using structured video calls for key discussions, Dillon says.

If your hybrid team includes some team members who come into the office occasionally, don’t devote that time to routine status updates. Instead, make the on-site days matter.  “Use that time for brainstorming, problem-solving, or reviewing progress together.”

Instead of formal “team bonding” sessions, Dillon suggests integrating relationship-building into the work itself. Pairing up new hires with more experienced team members for quick “knowledge-transfer” sessions can be effective, she says, along with “async tools” like shared documents or voice notes for quick introductions. “Ask team members to share their strengths, preferred ways of working and any barriers they foresee in this project,” she says.

And don’t forget an important one: celebrations. “Celebrate small wins and milestones publicly,” Dillon says. “Recognition is a powerful tool for engagement, even in a remote setting.”

One issue that can hinder team progress is training, Simon says, and chances are that there’s a lot of variability in skill levels across your team, whether they are technical or soft skills. “To this end, devoting time to proper training is essential. Far too often, managers neglect its import—and then wonder why the team is failing to meet its goals.”

It will be worth it, then, to evaluate the training needs of your team members as well as the training that’s available to them, including how it’s administered, the feedback that participants receive and whether it will help level out skill levels.

As you get things underway, remember “that your hybrid setup won’t be perfect from day one, and that’s okay,” Dillon says. “Build in quick feedback loops – ask the team every few weeks what’s working and what’s not.  Adapt as needed and be transparent about changes.”

Hybrid teams thrive on “clear expectations, meaningful collaboration and strong communication,” she says. “With a structured approach, your team can hit the ground running while still developing the trust and efficiency needed for long-term success.”

Managers at Work is a monthly column exploring the issues and challenges facing managers. Contact Kathleen Driscoll with questions or comments by email at [email protected]

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