In our latest research Rethinking Leadership for the Hybrid World of Work, we heard how senior leaders were experiencing the post-pandemic workplace, the issues that remain most topical, and the decisions being weighed as they attempt to navigate the myriad challenges and build effective working norms. 20 senior leaders took part from a range of sectors and global organizations.
The challenges identified by participants in this study are not easily solved. Co-creating new operating norms is a tricky business.
We thought long and hard with our participants about how to equip leaders to address these challenges, in a context where the whole meaning and purpose of work is evolving differently for individual employees.
We concluded that if hybrid working is to be successful, leaders will need to understand and care about the real needs of employees and embrace their crucial role as connectors – connecting the needs of employees with those of the organisation and business. This will require leaders to finely hone their relational and facilitation skills to enable a different type of relationship and a shift in patterns of workplace conversations. We have found that whilst many leaders are natural facilitators, many have to learn and practice these skills before they feel comfortable.