Hybrid Working Skills for Managers

Hybrid working training for Managers

A course tailored specifically for managers and team leaders in your organisation.

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Managers are at the ‘sharp end’ of the operation of any organisation. They are the people who are managing the workforce and keeping the wheels on the bus of the day to day running of the organisation. To support hybrid working, we think that managers will benefit from continuing to develop their skills in seven key areas:

Designing work for hybrid working.
As in the pre pandemic world, managers have a key role to play turning business strategy into meaningful goals for teams and individuals. There’s important work to do learning how to use different communication channels effectively to keep the team on task and on time. Managers will need to actively redistribute power through resources and viability to enable the team to function at its best.
Fostering and enabling innovation in a hybrid working team.
Innovation can be the key difference between a team that adapts and develops and one that does not. It can be a challenge however in a hybrid world to enable the kind of team collaboration that generates new thinking but careful planning and trying different approaches can the team move from stagnation to innovation.
Helping Hybrid Working work.
Teams want to know what their manager thinks about change and are more likely to listen and follow a direct manager than anyone else in the organisation. So, managers need to be able to refine their skills in moving a team of people through and sustaining planned change.
Managing contribution instead of presenteeism.
One of the best things about adapting to remote working has been an understanding from many more managers that managing by outcomes brings out the best in people. Remote working has changed the definition of productivity and managers are learning a more outcome-focused rather than output-focused approach.
Hybrid Engagement.
Communication is the glue that keeps teams together and makes a big difference to overall team performance. There’s a danger that people who are on-site more often get to find out about decisions and projects more easily than those who are working remotely. Careful consideration of what needs communicating, when and how and involving every team member appropriately is key to hybrid engagement.
Onboarding in the Hybrid Working Era.
Welcoming new employees to an organisation and its culture when teams are together in person less often is a huge challenge. From one-on-ones early and often to a buddy system that can help with questions, networks and getting up to speed. A well planned and resourced approach from the manager is key.
Well-being and resilience for hybrid working.
Over the years, the role of manager has changed from being quite directive and outcome-driven to something much more pastoral and collaborative. Managers have been involved more than ever before in supporting the well-being and resilience of their teams. Now’s the time to continue those efforts as well as making time to focus on their own needs.

Managers will be those tasked with implementing any new hybrid working policies. To do so they need to develop the communication and management skills that will keep the day-to-day operation of any team flowing in a hybrid environment. Encouraging dispersed team members to collaborate using the communication tools available will be key to preventing teams from becoming stagnated and segregated. Similarly, the manager should develop the skills to build staff morale remotely and gauge when any individual requires more guidance or support.