Remote, Not Distant

1. Culture Thrives Beyond the Office

You can work remotely and still be connected. You don’t need an office to feel like you’re part of a team.

Redefining Workplace Culture. The traditional notion that company culture is solely cultivated within the physical confines of an office is outdated. The pandemic has proven that strong, connected cultures can thrive in remote and hybrid environments. The key is to shift the focus from physical presence to intentional design, leveraging the best of both in-person and remote interactions.

Intentional Culture Design. Building a strong remote culture requires a deliberate and thoughtful approach. It's not about replicating the office experience online, but about creating new ways for team members to connect, collaborate, and feel a sense of belonging. This involves actively designing communication strategies, establishing clear expectations, and fostering a culture of trust and transparency.

Hybrid as an Opportunity. The shift to hybrid work presents a unique opportunity to reset and reimagine workplace culture. By embracing flexibility and prioritizing employee well-being, organizations can create a more engaging and productive work environment that attracts and retains top talent. This requires a willingness to experiment, adapt, and continuously improve the culture based on feedback and data.

2. Reset Culture with Key Mindset Shifts

To thrive in a hybrid workplace, your organization needs to adopt five key mindset shifts.

From Chance to Design. Company culture should be intentionally designed, not left to chance. In a hybrid environment, intentionality is crucial to avoid creating a two-tiered experience where remote employees feel disconnected or disadvantaged. This involves actively shaping the culture through clear communication, defined values, and consistent practices.

Impact Over Input. Focus on rewarding outcomes and results, not just effort or visibility. This shift encourages employees to prioritize their work based on impact, not on how many hours they spend in the office or how many meetings they attend. Google's use of OKRs (objectives and key results) is a great example of this.

Integration, Not Balance. Embrace the blurring lines between work and personal life. Instead of trying to maintain a strict separation, create a more humane and flexible workplace that acknowledges the increasing integration of work and personal responsibilities. This can involve allowing for flexible schedules, accommodating family needs, and fostering a culture of empathy and understanding.

3. Purpose Drives Alignment and Action

A shared purpose brings clarity and focus, especially in times of crisis.

Beyond the Bottom Line. A clear and compelling purpose is essential for aligning employees and driving action, especially in a hybrid environment. It provides a shared understanding of why the organization exists and what impact it wants to create in the world. This sense of purpose can be a powerful motivator, fostering a sense of belonging and encouraging employees to go the extra mile.

Team Purpose Amplifies Impact. In addition to a company-wide purpose, individual teams should also define their own purpose statements. This helps translate the overarching "why" into a more relatable and actionable version, connecting team members' everyday activities to the bigger picture. It also clarifies how a specific team will enable the organization to achieve its goals.

Purpose in Practice. A company's true purpose is revealed through its actions, especially during times of crisis. Organizations that consistently prioritize their purpose over short-term profits are more likely to build trust with employees, customers, and the community. This requires a commitment to making tough choices and staying true to the organization's values, even when it's difficult.

4. Belonging Fosters Connection and Safety

When you belong, you don’t need to be a different person at work.

The Foundation of High-Performing Teams. A strong sense of belonging is essential for creating high-performing teams. When employees feel accepted, valued, and supported, they are more likely to be engaged, productive, and innovative. This requires creating a culture of inclusion where everyone feels safe to bring their whole selves to work.

Psychological Safety Unleashes Potential. Psychological safety is the shared belief that the team is safe for interpersonal risk-taking. It means that people can speak up, challenge the status quo, and share their ideas without fear of judgment or retaliation. This is crucial for fostering creativity, innovation, and continuous improvement.

Building Belonging Remotely. Cultivating belonging in a remote or hybrid environment requires intentional effort. This can involve creating opportunities for social interaction, fostering open communication, and celebrating individual differences. It also requires actively addressing any potential biases or inequalities that may arise due to physical distance.

5. Collaboration Requires Intentionality

Asynchronous communication requires more intentionality and effort.

Beyond Real-Time. Collaboration is not synonymous with real-time interaction. In fact, an over-reliance on synchronous communication can lead to burnout and decreased productivity. The key is to be intentional about when and how teams collaborate, choosing the right mode for the task at hand.

Asynchronous-First Approach. Adopting an asynchronous-first approach can create a more flexible and inclusive work environment. This involves prioritizing communication methods that don't require immediate responses, such as shared documents, project management tools, and recorded videos. This allows team members to work at their own pace and in their own time zones.

Six Modes of Work. Understanding the different modes of work – focus, deep collaboration, regular collaboration, learning, casual collaboration, and unplugged – can help teams design their workflows more effectively. By intentionally allocating time for each mode, teams can optimize productivity, creativity, and well-being.

6. Agility Demands Trust and Autonomy

Autonomy is the new engagement.

From Control to Empowerment. In a hybrid workplace, traditional command-and-control management styles are no longer effective. Instead, leaders must empower employees with autonomy and trust, giving them the freedom to make decisions and manage their own work. This requires a shift in mindset from monitoring activity to focusing on outcomes.

Revisiting Rules and Norms. Many existing company rules and norms were created for an office-centric environment and may no longer be relevant in a hybrid setting. It's important to revisit these rules and norms, eliminating those that are limiting or unnecessary and creating new ones that support flexibility and accountability. This can involve rethinking policies around vacation time, work hours, and communication protocols.

Decentralized Decision-Making. To increase agility, organizations must decentralize decision-making, empowering employees at all levels to make decisions that are relevant to their work. This requires providing clear guidelines and expectations, as well as fostering a culture of trust and accountability. It also involves equipping employees with the skills and knowledge they need to make informed decisions.

7. Remote Leadership Requires a Human Touch

When fearful CEOs talk about workplace culture, they’re really talking about workplace control.

Beyond Heroic Leadership. The traditional image of the heroic leader is outdated. In a hybrid workplace, leaders must be more human, empathetic, and supportive. This involves prioritizing employee well-being, fostering interpersonal connections, and providing help and resources. It also requires being vulnerable and admitting when you don't have all the answers.

Facilitator, Not Gatekeeper. Remote leaders must shift from being gatekeepers of information to facilitators of communication and collaboration. This involves creating opportunities for team members to connect, share ideas, and learn from each other. It also requires actively listening to employee feedback and addressing any concerns or challenges that may arise.

Modeling the Way. Leaders must model the behaviors they want to see in their teams. This includes embracing flexibility, prioritizing asynchronous communication, and taking time for self-care. By demonstrating these behaviors, leaders can create a culture of trust, autonomy, and well-being.

8. Hybrid Work is a Spectrum, Not a Destination

Hybrid is a spectrum in which you can continually evolve.

No One-Size-Fits-All. There is no single "right" way to do hybrid work. The best approach will vary depending on the organization's culture, industry, and employee needs. It's important to recognize that "hybrid" is a spectrum, not a binary choice, and to be willing to experiment and adapt as needed.

Involve Employees in the Design. The most successful hybrid work models are those that are co-created with employees. This involves actively soliciting feedback, conducting surveys, and holding focus groups to understand employee preferences and needs. By involving employees in the design process, organizations can create a more engaging and equitable work environment.

Continuous Evolution. The hybrid workplace is constantly evolving. What works today may not work tomorrow. It's important to continuously monitor progress, gather feedback, and make adjustments as needed. This requires a commitment to experimentation, iteration, and a willingness to learn from both successes and failures.

Last updated: March 21, 2025