Be a human: The key to leading a vibrant hybrid workplace

Two years ago, leaders around the world involuntarily joined a club of people charged with navigating the uncharted waters of new ways of working. There were some choppy times then, and even now, uncertainty remains.

What is certain is that work has changed forever. What people want from work, and where and how they want to do it, is causing widespread disruption to organisations, attitudes, and bottom lines.

One result is much broader acceptance of hybrid working: 72% of organisations see themselves adopting a hybrid model of working post-pandemic. Our crew of brave leaders is at the forefront of making decisions, setting the tone, and creating cultures around this new way of working.

The problem is, there’s no instruction manual for hybrid working, or what leaders must do to succeed. Especially since this requires them to change their minds about what their organisations and people need – not to mention adapt their own behaviours for this new context.

Hear Geoff Watts, Global Vice President Human Resources at Wilson Sporting Goods, talk about how he has adapted to the hybrid model by focusing on meaningful work.

We’re in this unlearning together

Luckily, this isn’t a solo mission. What’s been most uplifting and energising to me as a leader is the widespread humility; the vocalised admission that few of us have any clue how to do this. Fortunately, we don’t have to look very far to find lessons in adapting, along with smart resources, shared experiences, and sympathetic ears from other leaders who are trying to navigate this change.

Early in the pandemic, I hosted a series of conversations with other leaders. We talked about what we needed most in the moment, to sharpen up for the future of this changed work realm.

What I’ve observed – in intimate settings like those leadership conversations, as well as public spaces like LinkedIn – is that we’re really in this together. Leaders everywhere are stepping up to craft new kinds of organisations and cultures that live in them, for the greater good of the people who work there.

To be a leader in the new world of work, be a human first

It feels good to be supported, but what remains unclear for some is how to show up and actually lead in the new world of working. It was hard enough to be a leader in the office, let alone in a hybrid setting.

For instance, how do you make decisions when your team is rarely in one place at the same time? Where are the social cues and clues now that the in-person 9-to-5 is gone for some? What do you do about the awkwardness of difficult conversations or celebrations over Zoom?

What it comes down to for me is, even though a lot has changed in how and where we do work, the core of being a leader hasn’t. It’s still about being a present, humble, vulnerable, flawed, and courageous human being. In fact (and thankfully so), these changed circumstances have made it more possible and pressing for leaders to show up in this way.

Of course, this is far easier to say than to do. That’s why I’m inspired to share a few of the things I’ve been working on in my own quest to be a more human-centred hybrid leader:

1. Stop transacting and start relating

In recent research I conducted with Jostle and Dialectic on how remote work has impacted inclusion, we found that even though people are more productive, they’re less supported and connected. One key reason is that leaders are now more transactional, remaining in crisis mode, with an emphasis on outcomes.

For hybrid to succeed, we need to start relating. Ask questions about how your people are really doing, and take an interest in the answers. Sharing more about yourself, especially beyond the confines of work, is another way to build relationships. Use your one-on-ones to talk about more than just the project at hand or the status of a task.

2. Admit you don’t have all the answers

There’s a lot to unlearn in this new era of leadership. One of the most critical things I’ve grappled with, is not having everything figured out – and admitting or even embracing that. It takes humility, courage, and calm in discomfort.

When you’re honest, you create the conditions for trust, innovation, and a united front against the unknown. Leaders who can step into not knowing make it possible for others to shine with fresh ideas and solutions. In the unclear context of hybrid work, we can make it easier for everyone to thrive when we’re transparent.

3. Hear what people are telling you

When was the last time you not only listened to someone on your team, but actually heard what they were saying? Employees have more power than ever before, and they’re telling us the status quo isn’t cutting it. Your job is to hear what’s needed now.

This means listening for individual needs, concerns about inclusion or belonging, evidence of inequity, and how different ways of working serve people. It also means hearing hard truths about how you need to change as a leader. And then going and doing what’s needed to be of service to your people.

4. Be a bit selfish

This might be surprising to hear, but I believe human-centred leadership starts with thinking about yourself. You can’t take care of others if you’re not looking after your own needs. Don’t get me wrong, this isn’t a licence to think only of yourself.

Rather, it’s a reminder to maintain healthy work-life habits, be honest about what you need to be fully present – whether in person or online – and declare how and when you prefer to do your best work. Not only will you be keener, sharper, and more engaged, you’ll send that positivity, example, and permission along to others.

5. Know your purpose

Do you know why you’re at this organisation, right now, doing what you do? Knowing your purpose gives you focus, clarity, and drive. Getting clear on your “why” can unlock boundless joy and potential as a human being. Think about what that could mean for how you show up to lead, inspire, and care for those around you.

As we continue to understand how to do hybrid work well, knowing what you stand for can help bring stability and resilience. This is true for individual leaders and organisations. If you’re struggling to get clear on your purpose, these questions might help.

Human-centric leadership is win-win

If you choose to be a more human-centred leader, you’ll find as much benefit for yourself as those around you, and your organisation’s culture.

Sometimes it feels really hard to be a leader. Most of the time it actually is hard to be a leader! But for the first time in almost a century, we all have the opportunity to be different kinds of leaders, and truly change the experience of work and the freedom it can offer people.

The beauty is that we already have what we need to make this happen. All it takes is the willingness to be more human at work and let others do the same. Imagine what’s possible when we all win.

Want to be inspired? Check out how these four human-centric leaders are thinking about powerful drivers behind the experience of work.