Building a fair and equitable workplace can be challenging when leading hybrid teams. Learning about unconscious bias and exploring other EDI resources can provide insights into managing these biases. For example: Proximity bias is when one assumes that physically present employees are more productive than those who are working remotely. Incorporating practices to counteract this bias, can create a more inclusive and equitable team environment.

Build an environment of trust by mentoring your team while leading by example. Consider allowing employees to hold agency in how they conduct their work and provide clear expectations and autonomy and give space to team members for implementation and execution. Listen to their advice and recommendations for decisions.

Continue to model the values and behaviors of the University and unit. Reinforce these values and behaviors, and set team expectations to meet them. Highlight University and departmental priorities and plans frequently – so people understand the “north star” purpose. Discussing openly that it is not where we work, but rather what we are doing to contribute to SFU priorities which is important. Regardless of our work location, our contribution to SFU priorities remains consistent.

Emphasize objectives (‘why’) and outcomes (‘what’) over process (‘how’) to create greater clarity and drive engagement. Reinforce how all team members’ work contributes to strategic and operational objectives, and explain ’why’. Pay more attention to what things are successfully accomplished versus how they are accomplished. Clearly define the goals and desired results, then allow employees to develop plans to execute, enhance creativity and ownership.

Communicating clear expectations through multiple mediums regardless of work location, reinforces priorities, and helps break barriers to maximizing team effectiveness and engagement. Ask employees how they prefer to connect, be in contact, collaborate and communicate. Optimize technology options within the University, such as email, instant messaging, video conferencing platforms, and the phone. Err on the side of “over communicating” when leading hybrid work teams. Ensure everyone has a chance to be heard and weigh in. This article may be of interest: https://hbr.org/2021/08/5-practices-to-make-your-hybrid-workplace-inclusive.

Over communicate with context. Reduce the length of meetings, condense others and eliminate unnecessary ones – don’t hold a meeting for the sake of meeting. Ensure all meetings are worthwhile, such as when dialogue is crucial or problem solving is required. Take note whether there is a dominant ‘loud voice’ while others exhibit a stronger preference for introversion. To promote psychological safety, encourage team members to post comments in text chats, on line voting and polling.

These can be a combination of various formats and mediums, and should be regular and predictable. These check-ins should also be designed to satisfy the requirements of the Working Alone or in Isolation policy and to support maintenance of performance standards.  Offer a forum in which each employee knows they can consult with you, and that their concerns and questions will be heard. Set the rules of engagement for the frequency, means, and ideal timing of communication with individuals and teams; and request regular feedback to ensure alignment and continuous improvements. Two-way dialogue provides employees with the information and perspectives they need to do their work, and enables them to express and process emotions, either on campus or virtually. Consider holding regular group ‘huddles’ – 3 minutes to check in on how people feel. Foster an environment where people feel safe, are able to be vulnerable and their authentic self or ask for help.

Community is the social glue that binds teams and organizations together – regardless of physical location. Promote time and space for online and face-to-face socializing. Share a laugh or talk about life outside of work. Have fun and design informal zoom rooms so that people can chat freely as though they were at Renaissance Coffee! Make unintentional interactions intentional; for example, virtual open door hours so that all team members can hop on to chat. Cultivate organic information sharing; so that communications flow up, down and across whether on campus or remote. Be aware how much time you are spending with on campus team members and those who are remote.

Effective recognition not only motivates the recipient, but serves as a strong signal to other employees of behaviors they should emulate. These can include public acknowledgements, development and learning opportunities, and tokens of appreciation. By meeting with employees both in-person and virtually, and asking what barriers they have overcome or ways peers have helped them, you can identify elements to recognize, thank and share the accomplishments of teams and employees.

Leaders can emphasize the need and provide opportunities for incremental innovation or process improvements with hybrid work teams. Highlight the value of employees’ continuing to scale their innovative activities and share across units. Reduce obstacles to new ideas to work differently and better. Embrace the uncharted path forward and encourage all team members’ ideas and inputs.

Demonstrate that you are committed to make hybrid work arrangements effective for everyone. Allow people to voice how they feel. Hold conversations with colleagues both on campus as well as remote. Support all your employees. Offer encouragement and emotional support through various resources and channels available across the University.