In an ever-changing world of work, the concept of hybrid management is emerging as a response to the challenges posed by digital transformation and new employee expectations. The role of the manager in this context is more crucial than ever, particularly as it calls for a subtle balance between flexibility and control, while new challenges emerge. The skills required to navigate this changing professional landscape are many and varied, ranging from mastery of digital tools to the ability to maintain a strong bond with teams, whether they are physically or virtually present. What are the dynamics of hybrid management, the skills required to succeed in this context, and the challenges and opportunities presented by this new era of work? 

The key rituals of a hybrid team

1. What is a hybrid team?

The current context has led many organizations to adopt telecommuting and to integrate hybrid work arrangements. A hybrid team is thus characterized by a combination of employees working remotely and on-site. This new normal poses unprecedented challenges for managers, in terms of organization, cohesion and interaction management.

2. The team meeting

Team meetings are of paramount importance in a hybrid environment. Much more than a simple operational routine, it must serve strategic alignment and cohesion objectives. In a hybrid environment, it meets 5 main objectives: 

1/ Engage and set the tempo / focus 

2/ Maintain the pace and high standards, motivate and remotivate. 

3/ Share key information and coordinate

4/ Create a shared vision of what's going on and of collective learning. 

5/ Inspire, raise the bar - Provide vision on key topics related to the team's activity. 

An effective procedure might include an opening message, a time of inspiration, celebration of successes and discussion of difficulties, and a round-table discussion to encourage participation.

3. Weekly updates

Weekly reviews are the key to hybrid management. They take the form of comprehensive one-to-one discussions, where the emphasis is on gaining a real understanding of each employee's situation. The use of asynchronous meetings enables us to structure exchanges to deal with day-to-day operational issues, and to treat subjects for discussion in greater depth during individual meetings. 

This approach offers significant advantages in terms of commitment, efficiency and documentation of exchanges. Everyone knows what is expected of them, and why, so they can move forward with confidence and autonomy. 

Managing performance

1. Objective #1 Short-term = Distant

When it comes to short-term performance, distance learning is an ideal tool. It enables us to deal effectively with day-to-day operational issues, and must be based on principles of clarity to ensure that all employees understand it: 

• Written communications should be short and to the point, 
• Video recordings are a good way of illustrating important points and calls.
• Videoconference meetings followed by a written summary help to maintain operational focus.

This mode of communication is particularly effective for dealing with immediate, action-oriented issues, allowing you to concentrate on more essential questions and topics during weekly updates or meetings.

2. Objective #2 Long-term = Presential

For longer-term performance objectives, face-to-face training remains unrivalled. It offers the opportunity to convey strong messages, emphasize the importance of issues and observe employee reactions in greater depth. What's more, it facilitates the management of tensions and debates, while avoiding the technical problems often encountered in remote interactions (time lags, noise, poor lighting, etc.).

In fact, face-to-face meetings are preferable for :

• To convey a strong message or provide more complex feedback: "I expect a change over the next 3 months", "Your deliverable is not acceptable", etc.
• To underline the importance of the subject
• To better observe the other's reaction (posture, non-verbal, etc.)
• To manage tensions and debates more easily

Better remote collaboration

The golden rules of hybrid collaboration are the fundamental pillars for ensuring smooth communication, effective coordination and a sense of belonging within the team.

Rule 1: maintain a human communication system, including visual and auditory interactions. For example, holding regular virtual meetings not only enables you to discuss ongoing projects, but also strengthens the bonds between team members. By sharing synchronous moments, even at a distance, collaborators can better understand each other and work more harmoniously.

Rule 2: make your schedule visible. Visibility into everyone's schedule is essential to help synchronize activities. For example, using planning tools such as a shared calendar enables everyone to know their colleagues' availability, and to plan meetings or collaborations efficiently. Having an overview of everyone's working hours makes it easier to coordinate tasks and avoid scheduling conflicts.

Rule 3: share your priorities, questions and difficulties with your manager. By establishing open and transparent communication, team members can avoid the feeling of being watched over or ignored. For example, by informing their manager of challenges encountered or projects in progress, employees can get the support they need and feel valued in their work.

Rule 4: share how you work, and how other team members work. For example, by openly discussing their communication preferences (such as the ideal time to be contacted), a collaborator can ensure that their interactions with colleagues are effective and respectful. Similarly, by understanding colleagues' work habits, it's possible to adapt one's own way of collaborating to maximize productivity and minimize friction.

In conclusion, hybrid management and remote collaboration require an agile and adaptable approach. By investing in effective rituals, and steering performance in a balanced way between remote and face-to-face work, managers can overcome the challenges of this new form of work organization, and foster inclusion, collaboration and collective success.