How to Awaken Spontaneity in a Hybrid Workplace

Many offices, like ours at BriteCo, have moved to a everlasting hybrid model (or something similar) in the wake of the COVID-19 pandemic. We selected a hybrid model to get the better of each worlds, including personal connection and the convenience of home. Promoting options offers more control over our lives and schedules, which I think everyone wants at work and in general.

With these great conveniences come pitfalls in terms of teamwork and personal connection. One key element that you just don’t experience as quickly when you’re physically disconnected from your team is spontaneity.

Spontaneous ideas are among our most creative. It is best to foster peer discussion, though; consistent replication is difficult when done virtually. To combat this, I strongly encourage one-on-one meetings across all teams. Everyone needs to buy into the philosophy, starting at the top.

I’ve found that connecting with people early in the day is key. Even if it’s just a quick check-in, I need to ask how they’re doing and if I will help. An easy “How’s it going?” and “Anything to talk about?” could be a meaningful exchange, even if it’s transient. The key is for these interactions to be supportive, not overwhelming, and to occur consistently. This sets the tone for collaboration and support, and like most things, it trickles down and encourages these conversations throughout the team.

For example, we currently have an worker working remotely from Greece for three weeks, and we make time for each day contact, despite the time difference. Even if there’s nothing specific to discuss, this each day touchpoint is invaluable for maintaining the connection. Establishing these consistent touchpoints—regardless of how transient—can significantly increase team cohesion.

When you build an organization, all the pieces have to work in unison, and you have to do that to make sure your team is connected. When all the pieces is disconnected, nothing works. Teams have to give you the option to communicate with each other to work cohesively. When no one is talking, you turn out to be super disconnected, and that is a terrible way to build an organization. You cannot lead that way.

I also encourage personal check-ins at the starting of team meetings. It’s easy to get caught up in the agenda, but keeping everyone updated on their lives outside of labor helps build those connections on a each day basis.

When you’re working completely remotely, I think you have to make a concerted effort to meet people outside of labor. Whether it’s team building, meetings, pleased hours, attending sporting events, or whatever works best for your team. While BriteCo meets in the office a few days a week, we also attended a Chicago Cubs game with the entire team this summer.

Creating a solid culture drives accountability in a fully distant or hybrid workplace. Accountability is key to maintaining productivity, trust, and overall team cohesion. In the absence of physical supervision, clear expectations and transparent communication turn out to be essential to make sure that each team member understands their responsibilities and the impact of their work on the collective goals. Even distant teams can achieve a harmonious balance of independence and collaboration, ultimately increasing individual productivity and organizational success.

There is now a visible return to the office, although not entirely. Hybrid models will likely dominate the future, offering flexibility while still maintaining some in-person presence. A hybrid approach is probably the most sustainable way forward. Of course, this can’t be done in all situations, corresponding to retail environments where people need to be on site.

For people in fully distant roles, I think we’ll see this emphasis on connection in more events going forward. We had to disconnect abruptly, but we’ll probably see firms start scheduling monthly or quarterly team events and offering regular meetups. We may additionally see more firms offering distant work that involves commuting to the office once a month or so.

Finally, we are seeing travel return in a big way, with conferences and exhibitions back in full swing. Although for many industries, it is still much less frequent than pre-pandemic travel. I predict the way forward for work will return to the importance of experiences and opportunities that are best experienced in person.

But none of this could be achieved without hiring the right people. People brought into an organization bring their very own unique skills and expertise—but additionally they shape the company’s values, behaviors, and overall environment. That’s why choosing candidates who align with the company’s core values ​​and vision is critical. Organizations can cultivate a culture of shared purpose and mutual respect. But they’ll only do this when the entire workforce is on board and actively participating. This alignment ensures that employees are more likely to collaborate, support each other, and work toward shared goals in a fully distant or hybrid workplace.

Hire great individuals who imagine in these practices and understand their importance. Your team’s success will grow, as will your relationships with each other. All of this can contribute to spontaneous, creative ideas that may drive the present and way forward for your organization.