The topic of hybrid and remote teams has received intense debate since the pandemic, but the reality is it is just as relevant today as it was before, during and after the ‘accidental’ global work experiment that we were all part of!

Getting the best from our teams and succeeding as an organisation isn't just a problem that has occurred since the pandemic, although the pandemic did accelerate its pace and scale. It's what we call a wicked problem, which means it can't be solved once and for all, it needs to be continuously worked on through iteration, experimentation, and adaptation.

And the first step to make any changes is to think about mindset. We can't make sustained steps forward unless we consider some of the beliefs that we're holding – whether they are positive or negative – as they influence our actions, which ultimately affects our ability to successfully achieve our goal of getting the best out of our team.

Here are examples of beliefs that people might hold about hybrid or remote working:

• You can't build a workplace or a team culture remotely.
• You can't lead a team as successfully when they're not in the same office.
• Productivity, quality, collaboration will suffer when people don't work together.
• A better work-life balance can be achieved through hybrid work.
• People are going to be more engaged if they are given the opportunity to work in a hybrid model.
• People want to work from home.

Some of these beliefs, whether they're right or wrong, are all going to impact how we perceive this challenge and in turn, the actions that we take.

This is what Gustavo Razzetti talks about in his book, Remote Not Distant, in which he discusses the biggest mistake that companies often make when defining their hybrid work models. According to Razzetti, companies do so based on the pains that they're trying to avoid, rather than the benefits that they could achieve, which suggests that our beliefs might consciously or subconsciously influence how we approach solving a problem.

ABC Model

The ABC model is highly relevant in this context because, regardless of whether teams are physically together or not. Based on Ryan and Deci’s work on Self-Determination Theory (2000) it encourages curiosity and prompts us to ask questions about the psychological needs every human being has. Put simply, no matter where your team is based the way to get the best out of them is to create the right environment and conditions to allow them to thrive.

It’s a model that helps us think about how to get the best out of our people by exploring their fundamental psychological needs: Autonomy, Belonging and Competence.

Regardless of who we are, we all share these three fundamental and universal psychological needs as human beings. When these needs are met, we are more likely to feel satisfied and experience intrinsic motivation. And when we are intrinsically motivated, we tend to perform better, feel more fulfilled, be happier, and show higher levels of engagement.

As leaders and managers, we cannot directly control whether our teams are motivated and engaged, but we can create the conditions that foster intrinsic motivation and meet these psychological needs.

Autonomy is the idea that people need to perceive that they have choices, that they are responsible for their actions, that they have an element of control within their lives.

Belonging is the need for purpose. People need to be cared about by others without an ulterior motive, feel connected and that they're contributing to something which has meaning.

Competence involves the need for people to feel capable of handling everyday challenges and see their skills grow over time.

How can we improve the way we approach leadership in a remote situation?

Autonomy

We need to clearly define what's expected of people, as this gives them a better understanding of their responsibilities and the boundaries within which they can work.

Ask yourself:

• What assumptions could I have been making about my team’s understanding of their expectations?
• Would my answer be different if they were based in the same office?
• How can I make sure I'm explicit and consistent with everybody?
• In terms of decision making, is it really clear to everyone how decisions get made? Is there a level playing field regardless of where someone's based and how often we’re together in person?
• Do we trust team members consistently and what impacts upon that? We're more likely to micromanage if we don't trust a person. What needs to change to increase trust?
• Some of the factors that impact upon trust is our ability to have a consistent view of our team’s behaviour and reliability. If we don't see people as often, how does reduced interaction with people impact our perception of their consistency?

For example:

1. Buffer promotes a culture of autonomy by allowing employees to have an input into the projects they work on and their work schedules.

Belonging

If belonging is rooted in the need for purpose, then as a people manager, we really need to think about how to create an environment where individuals feel connected, valued, and aligned with the organisation's goals, particularly in a hybrid environment.

Ask yourself:

• As a team, have we really considered our unique shared purpose that gives clarity, focus and collaboration?
• Are we intentional about connecting with people?
• Are we making effort to create strong bonds and strong connection with people, even if we don't see them?
• How do we demonstrate to people that they belong in the interactions that we have with them?
• How do we encourage debate and conflict? This might seem a bit of a counterintuitive thing, but Patrick Lencioni believes that people don't buy into something unless they can weigh in. In other words, are we taking silence as an agreement as opposed to really encouraging people to contribute their views and to be heard?

For example:

1. Airbnb has created an initiative called Belonging Airbnb, an initiative focused on fostering a sense of belonging and inclusion both within the company and in the communities it serves, ensuring that all employees, hosts, and guests feel welcomed and included.

Competency

Practical steps we can take include giving people feedback, fostering an environment where feedback is an integral part of our processes, and reflecting on how we can enhance these practices.

Ask yourself:

• How do I, as a people manager, feel about giving feedback remotely?
• What needs to change?
• How can I not avoid the conversations that I might need to have?
• How can I have them more regularly?
• How do we create time for reflection when not everyone is in the same location?
• How do we think about the insights we’ve gained?
• How do we create learning opportunities to reflect on our successes and focus on our strengths? Doing so will help us recognise and appreciate our achievements.
• How can we make time to thoroughly understand and listen to people, helping them identify the barriers they might face in their roles and enabling them to reach their full potential?
• How do we empower people to think about and strive to overcome some of the barriers that they face?

For example:

1. Yelp encourages their employees to take on ‘stretch’ roles, which are responsibilities that are just beyond their current capabilities. The concept is that we only develop new skills by stepping out of our comfort zones - by stretching ourselves.
2. Etsy has an initiative called Etsy School, which allows and encourages employees to teach and learn from each other on a wide range of topics.

Conclusion

The challenge of getting the best out of our teams, no matter where they're based, is complex and requires continually reinventing practices to adapt to the current situation and ongoing changes. Using the ABC model is a great tool for prompting essential questions, fostering curiosity, and ensuring consistency and intentionality in creating conditions that address people’s psychological needs, regardless of location.

If you want to find out more about this topic, you can find tips and ideas in our social media posts on Facebook, Instagram and LinkedIn and in our newsletter in the coming weeks.

CAPE Coaching & Development equip, empower, and enable brilliant People Managers through development programmes, workshops and 1-2-1 coaching. Learn more by visiting https://wearyourcape.co.uk/.