The advent of massive telework, accelerated by the COVVI-19 health crisis, has turned upside the teams’ management methods. If, at the start, this development seemed to be a temporary solution, it has now profoundly transformed the landscape of work. Today, many companies opt for hybrid models, combining telework and presence at the office. In this context, leaders must reinvent their management approach to maintain the commitment, cohesion and performance of the teams. However, the balance between remote work and face -to -face work poses unique challenges, requiring increased adaptability and flexibility. What strategies should managers adopt to succeed in this hybrid model?
Leadership in a hybrid world
The hybrid work model is now a reality for many companies. According to a study conducted by Gartner In 2023, more than 70 % of employers worldwide have adopted or planned to adopt a form of hybrid work in the coming years. This means that managers must not only adapt to new work dynamics, but also rethink the way in which they interact with their teams.
Teleworking, on the one hand, offers increased flexibility and autonomy to employees, but poses challenges in terms of productivity management, team cohesion and performance monitoring. Face -to -face work, on the other hand, allows more fluid communication, social interactions and more direct management of the teams. The challenge for leaders therefore lies in the ability to balance these two working methods and find effective solutions to maintain the commitment and performance of the team.
Adaptation of leadership skills
The first challenge for leaders is to adapt their skills and management style. At the time of strictly face -to -face work, the leader was often perceived as a supervisor which was to ensure constant control over his employees. In a hybrid environment, the role of the leader evolves to become a facilitator and a coach.
Confidence, a key to hybrid management
One of the first levers to succeed in managing a hybrid team is confidence. According to a study of Pwc Published in 2023, 67 % of employees claim that they feel more motivated and committed when they have the freedom to choose their working method. However, this requires leaders to bet on confidence, by ensuring that their team members are independent and responsible, even when they are not physically present.
Leaders like Frédéric OudéaCEO of Société Généralehave implemented specific support systems to strengthen this confidence, such as regular monitoring interviews with employees, whether in face -to -face or remote. The goal is to maintain open and regular communication, so as to guarantee that everyone remains motivated and invested in their missions, no matter where they work.
Flexibility and adaptability at the heart of leadership
Leaders must also show great flexibility. In a hybrid environment, there is no question of maintaining rigid methods. Leaders must understand that each team and each individual work differently. Bénédicte DufourHRD of the group Danoneexplains that the company has adopted a hybrid model based on flexibility and confidence. Danone has implemented processes to give employees the possibility of defining their work preferences, while ensuring that the objectives are achieved. To do this, communication is essential, and the role of leaders is to listen to the needs and challenges of their teams.
Thus, leaders must adapt their style according to the specific needs of each situation, juggling between different communication methods: videoconferents, chat exchanges, face-to-face meetings, and hybrid meetings. Good leaders know how to find the right balance between autonomy and collaboration.
Maintain the commitment of teams remotely
In a hybrid environment, team engagement can sometimes be tested. Indeed, if the employees are divided between telework and face -to -date, it can be more difficult for leaders to maintain cohesion and a feeling of belonging to the group. To meet this challenge, leaders must redouble their efforts to strengthen links within the teams, create collaboration opportunities and guarantee transparent communication.
The creation of moments of meeting and cohesion
French pioneer companies in the hybrid model, as L’Oréalhave set up solutions to keep a strong link between the teams. L’Oréal, for example, regularly organizes hybrid events (face -to -face and online) in order to maintain cohesion between employees. Launch meetings, training seminars or even more informal events, such as virtual afterworks, have become key tools to maintain commitment and create moments of conviviality. In addition, the presence of regular meeting moments makes it possible to maintain good communication between the teams, thus promoting a collaborative work atmosphere.
Recognition and listening to employees
Another fundamental aspect of hybrid leadership is recognition of the work accomplished. When employees are distant from each other, informal recognition of efforts and successes can become more complicated. The leaders must then ensure that the successes of their teams are regularly valued, even from a distance. Stéphanie GauthierDirector of Human Resources at SFRunderlines the importance of recognition in a hybrid environment. According to her, it is necessary to establish a culture of recognition, not only during annual assessments, but also on a daily basis, by highlighting individual and collective successes during virtual team meetings.
Performance and results management: the importance of clear objectives
In a hybrid context, where physical interactions are limited, it becomes even more important to set clear and measurable objectives. Leaders must set up performance monitoring systems that do not depend on the simple physical presence, but which evaluate the concrete results. This also involves more oriented management towards trust and autonomy.
THE Smart lenses (specific, measurable, reachable, realistic and temporally defined) are an excellent way to guide hybrid teams, ensuring that each member knows what is expected of him and how his performance will be measured. Collaborative project management tools, such as Trello Or Asanacan be used to follow the progress of remote projects and ensure maximum transparency of tasks.
The use of collaborative and monitoring tools
Companies, such as Capgeminihave implemented collaborative platforms online, such as Microsoft Teams Or Slackto facilitate communication between the members of a team, whether in the office or in teleworking. These tools make it possible to follow projects in real time, to discuss the tasks to be accomplished and to provide instant feedback. In this logic, hybrid managers become facilitators, ensuring that everyone has the necessary information and that the teams remain aligned on the objectives.
The future of hybrid leadership: more human and inclusive management
The hybrid model is far from a temporary trend. According to a study of MCKINSEY In 2023, almost 40 % of employees prefer to work remotely or in a hybrid model permanently. This evolution results in a reassessment of leadership practices, with increased accent on humans. Hybrid management involves being more attentive to the individual needs of employees and to promote greater inclusion in the teams.
In the years to come, hybrid leadership should continue to evolve, with managers more turned to active listening, the personalization of work experiences and adaptation to an ever more flexible work environment. The leaders of the future will have to be more benevolence, flexibility and adaptability, while relying on digital tools to maintain the performance and commitment of the teams.
