As companies move past the pandemic, they still need to decide where work should happen. Some roles will stay at home. Some will return to the office. Many will use a hybrid work model.
Leaders will need the same traits that helped them through the past year. That shift calls for flexible work policies, clear rules, and steady guidance.
Compassion and Mentorship in a Changing Workplace
Harley Lippman, CEO of Genesis10, said compassion still matters. He spoke at the SIA Executive Forum North America on the panel Leadership in a Remote Work World, led by Subadhra Sriram, Editor & Publisher, Media Products at Staffing Industry Analysts (SIA).
He was speaking about workers who were not used to working from home during the pandemic as his fellow panelists backed a remote work model. It also makes mentoring remote employees harder.
We are making the most of this, which is positive and constructive.
On the surface, working from home makes sense.
People get more flexibility, and they may feel more motivated.
If they are commuting, they save time and money, which helps.
They may also be happier.
But let me give a different view.
It is hard to mentor someone from home.
People also lose the hallway talks that lead to new ideas.
Leading in a Remote Work World
A leader in the remote work world needs to focus on outcomes, said Tim Sanders, VP, Customer Insights at Upwork.
We can no longer manage by watching who is on site.
For years, many leaders used an AAA model of management: attendance, attitude, and aptitude.
If all three were there, that person looked like a strong hire.
But that is easy to fake.
In the remote work world, leaders need trust and accountability.
One-on-one meetings should use outcomes-based management.
Staggered Schedules
Leaders also need to mind their video presence.
Teams will need to learn to work separately, he said.
We have been stuck in live collaboration.
Over the past year, too many people tried to copy the office on Zoom.
Now we have a chance to help people work on staggered schedules.
The Biggest Threat: Burnout
In the short term, burnout cuts creativity and output. Over time, remote work burnout can push good people to leave.
Why Is Burnout Such a Threat?
- Zoom fatigue is real. It is tiring to think about how you look and whether you are in frame.
- The line between work and life is blurred. At home, it is hard to switch off. People around you may need to fit your schedule. That can mean 10 or 12 hours, not just eight.
- Vacations have faded. Studies show paid time off fell by 35% last year, depending on the field.
Addressing Burnout: Load Management and PTO
Sanders suggests load management.
Bring in independent professionals or contractors so employees can stay in their core skill set.
It helps them scale.
Clear flexible work policies and more PTO can also help.
Return-to-Office and Support Programs
As Health Carousel started bringing workers back, the focus was on revenue producers who were returning to a safe place with safety steps in place. Its return to office strategies included a Flex at Work plan that lets managers do what fits their departments. The company also encourages PTO.
We also offer mentoring sessions at work, small groups backed by executive sponsors, and recognition for good work.
The little things matter.
People need to know they are seen.
Empathy is very important right now.
Hybrid Work in Practice
In Creative Circle's hybrid work model, employees must show a strong track record during the pandemic to keep working from home.
They need a safe, productive space, and we will provide that.
At the same time, we will keep good spaces for teams to meet, said Matt Riley, COO.
Everyone is still figuring out how it will all be set up.
Will a Hybrid Model Work?
There are several ways to think about it. One path is Design In. In that model, junior talent or people who work on creative problem-solving go into the office for mentorship or focused collaboration.
Building a More Agile Cost Structure
Yet the real move for 2021 is to build a variable cost structure, Sanders said.
Payroll still holds the budget together.
It limits the ability to pivot and be more agile. It also creates an old-world cost structure.
As he sees it, the big opportunity is not to sort out hybrid.
I think liability will help decide that for us.
The pandemic showed that many roles can be done remotely.
So companies can reset job needs and hours. They can let liability and real need shape hybrid plans. That helps them aim for more agile operating models.
Communication, Connection, and Motivation
Our biggest challenges with managing remote teams are communication and connection, said Riley of Creative Circle.
People crave connection.
Being in the same room matters.
Keeping teams connected is key.
We held a talent show, which helped culture, but it is not enough.
Bringing teams together safely when we can will still matter.
When it comes to motivation, nothing has changed, Lippman said.
Motivation is about removing obstacles for your employees, leading by example, making sure people are happy, checking in with them one on one.
Asking simple questions, like how are things going, still matters.
It all comes back to the basics.
Q&A
Question: What leadership qualities are most important in a remote or hybrid work environment?
Answer: Leaders should show compassion and empathy and use outcomes-based management. Harley Lippman stresses compassion and one-on-one check-ins. Tim Sanders says leaders should judge outcomes, not presence, build trust and accountability, improve video presence, and support staggered schedules instead of trying to copy the office on Zoom.
Question: Why is burnout a major risk with remote work, and how can companies address it?
Answer: Burnout comes from Zoom fatigue, blurred lines between work and life, longer hours, and less PTO. Companies can fight remote work burnout with load management, using contractors so workers can stay in their core skill set, and by encouraging PTO, clear flexible work policies, mentoring sessions at work, small groups backed by executive sponsors, and regular recognition.
Question: How does working from home affect mentoring and collaboration, and what can organizations do about it?
Answer: Mentoring remote employees and spontaneous brainstorming are harder from home because you lose hallway talks that spark ideas. Companies can use Design In, bring junior or creative talent into the office for focused collaboration, run small mentoring groups with executive sponsors, and keep good spaces for teams to meet while using staggered schedules when teams are apart.
Question: Will a hybrid work model be effective, and how should companies think about staffing and costs?
Answer: A hybrid work model can work when it is planned. One path is to bring some roles in for targeted collaboration. Sanders also suggests a variable cost structure, since payroll can lock budgets and limit agility, and using contractors or independent professionals. With the pandemic showing many roles can be done remotely, companies can reset job needs and hours, letting liability and real need shape the plan.
Question: How can leaders keep remote teams connected and motivated?
Answer: The biggest issues are communication and human connection. Culture moments help, but they are not enough. Teams still need safe time together when possible. For motivation, the basics still apply: remove obstacles, lead by example, make sure people are happy, and keep regular one-on-one check-ins. That is key when managing remote teams.
