Hybrid Work Stays, Stop Fighting It
Yes, there are industries where on-site work is crucial to operations and success. There will be some areas of the workforce that will not experience the benefits and challenges of hybrid work. There is no absolute, not any more. Like any other shift in work environments and dynamics, from agricultural to industrial to service, this will also take time for adjustment. We are at the beginning stages, so expect turbulence along the way. That is evolution.
I will say it again, not every industry and field will experience the benefit and challenges of hybrid work. No need to argue that, so let’s remove that from the discussion.
In addition to my regular, full-time employment, I often take on contract work. I have to because…let’s call it what it is, #capitalism is capitalism and I cannot afford to provide my family all they need, not want but need, with just one salary. My partner, too, works a full-time job and also takes on contract work. We are a family of three, who work 3 to 4 full time jobs at any point throughout the year.
Contract work gave me the chance to do an early test-pilot of hybrid work. I had to work off-site, and on occasions be on-site for reports, observations, conduct interviews, etc. Since 2007, through trial, error, growth, reflection, and observation — a few of the different aspects of experience — I prepared for what would come without even realizing it.
Among the challenges for successful hybrid employment are technology and people. The technology issues have workarounds and can be addressed rather easily. The challenges that people create, and more often employers than employees, are more difficult to circumvent. My experience and observation is that ego and control tend to be the catalysts for negative experiences with hybrid work.
My experience is that it is more than an inter-generational issue, although that is a contributing social factor, but a power and control issue. Far too many leaders that I’ve worked with cannot, or are unwilling, to let go of their power and control (for their own reasons, no judgement) and create environments of mistrust and discomfort.
Leaders must address the real issue: control and authority. How much, to what extent, if, when…and also WHY?
If leaders enter with the mentality that the only way to be productive is to be monitored for production, they are no longer in sync with the needs and capabilities of knowledge and information service industries.
Again, will everyone be a hybrid, or remote employee, no. It is a not a zero-sum game, but too many leaders still treat it as such. That approach will need to stop if we are truly to embrace as many of the benefits of hybrid employment.
