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Making the Hybrid Workplace a High-Performance Workspace

23 September 2021

Changing from a traditional work model to a hybrid one necessitates a shift in leadership styles. As a result, to establish a hybrid work paradigm that encourages high-performance work, we had to dig deep into the current management practices. 

Since the COVID-19 pandemic began, a lot has happened, and we are all seeing how it is hurting our businesses. 

However, one thing is sure: organizations and leaders are changing to survive in the new environment created by the pandemic. As a result, most business leaders are excited about the prospect of building high-performance workplaces.

As a result of this predicament, most businesses now employ a hybrid work approach to their operations. 

This paradigm entails alternating between in-person attendance and remote working (thus the term "hybrid"), depending on the company's availability and the eligibility of specific employees. 

Top-down leadership and hierarchical decision-making are ineffective in the development of these businesses. Instead, a high-performing hybrid workforce requires evenly distributed leadership and provides everyone with the same kind of information.

Organizational Culture and the 5 Prevailing Mindset Levels

Organizational Culture and the 5 Prevailing Mindset Levels

Level one is defined as a lifeless attitude with fear-based leadership. As a result, the workplace culture becomes indifferent, and employees become "disconnected" from the company's beliefs and aims.

At "level two," things shift a little, but they do not get any better. Each person's thinking is hesitant. As a result, the culture becomes "idle," and employees do the bare minimum to get paid. This level is also notorious for encouraging a blame-based culture in which every team member feels overwhelmed.

The attitude is controlled at "level three." The emphasized culture is "orderly," Everything is run in the usual "command and control" manner. As a result, while employees follow their superiors' orders, they are not fully engaged or enthusiastic about their jobs.

"Enthusiastic" is implied by "level four." As a result, the workplace fosters a collaborative atmosphere that values teamwork. Transparency and accountability have become essential ideals in the workplace. 

This stage is referred to as a significant shift. As substantial changes occur and individuals become more involved in their work, a more "intelligent" performance emerges.

Finally, the term "level five" denotes an unrestricted mindset. As a result, the working culture becomes unrestricted, with nothing appearing to be too difficult to attain. However, maintaining this pace can lead to employee fatigue, which can be detrimental if the leader does not properly manage it.

How do you, as a leader, start making that "major change" that assures that your organization is taking significant steps toward its development inside the new hybrid workplace, given all of the facts above?

Adopting New Leadership Techniques to Help Your Company Achieve the Cultural Shift It Requires

Adopting New Leadership Techniques to Help Your Company Achieve the Cultural Shift It Requires

It takes time and effort to create a high-performance workplace under a mixed work model. Changes in leadership behavior and appropriate virtual communication technologies are critical to ensuring that we are on the right track.

But how can you be sure you are on the right track to a high-performance workstation? Although there is not a single acceptable hybrid workforce model, it is critical to tailor these concepts to your company's goals, needs, and perspectives.

Encourage the company to promote a work-life balance

It is necessary to recognize that not everyone wants to work from home and that many individuals will be unwilling to stay in the office. 

As a result, supporting your employees to achieve a so-called work-life balance is a beautiful place to start if we want to comprehend the workforce outside of the traditional workplace.

First, make it clear which communication channels will be used, establish your vision and guidelines, and monitor your employees' emotional well-being.

Encourage autonomy and cooperation

Encourage autonomy and cooperation

Every leader should be willing to try new things and be open to fresh ideas. By positively influencing your staff, you can create the conditions for a mentality transformation. 

You could, for example, use empowerment and motivation. In this manner, you can create a workplace where you delegate responsibilities rather than tasks.

When leaders delegated responsibility to the rest of the team, they were given the freedom to choose the best approach to their tasks. As Everything is founded on trust, they will hold themselves accountable for all that may occur.

Alter the way you make decisions

Good leaders recognize that everyone has something valuable to contribute. As a result, decision-making based on formal organizational chart positions should be decentralized. 

A knowledge-based decision-making method is a preferable approach to this situation.

For example, someone who understands what a consumer wants, and needs can bring unique ideas and be better prepared to make decisive judgments than someone who is further up in the organizational hierarchy but never interacts with customers.

Pay attention to feedback

Pay attention to feedback

Without a leader who listens to what their employees think about their workplace, a workplace that supports high-performance work is impossible to achieve. 

If you want your company to grow, the traditional annual performance evaluation is not adequate. This entails having regular feedback conversations with your employees on what needs to be "fixed" or "improved" in the workplace.


Leaders who choose to alter their thinking to the level four stated above will become level five leaders sporadically.