The talks about hybrid work are still heated. But the topic should be different!
Whilst we find a little bit of everything – companies returning to their offices, testing of different hybrid models and companies giving up on their physical spaces – we deal with leaders reaching for excuses for their difficulty to get engaging and productivity.
The experience to which we’ve been pushed showed us that it’s possible to deliver good results on a more flexible and horizontal management model.
And that experience changed everything!
The processes were adapted. The collaborators got confident about delivering without their managers’ watching and controlling each step. And leaders faced the challenge of constantly adapting.
It’s that changing that come to the chatting circles, splitting opinions and attaching to diverse factors the responsibility for the exhaustion and stress on teams impacting goals.
But an watchful eye and a more profound listening makes it possible to see that trust is in the middle and it’s the key to unlock this feud.
Talking about hybrid work is talking about trust. It’s looking for balance and adaptability. It’s keeping on learning with what doesn’t work and what doesn’t bring results. It’s offering quality of life and mental health.
Trust has to be re-established in its different ways: self-confidence, given confidence and received confidence, for a virtuous cycle to start guiding the choices and actions on different places of companies.
Companies are looking for an extraordinary work environment with a high performance team able of exceptional results on its most varied contexts. For that, they need to offer people the ability, the autonomy and the relationship.
And ability development which comes from an individual effort, demands self-confidence to be solid. Solidification comes from practicing.
And, in a more complex environment, practicing means taking steps without seeing all probations; acknowledging and accepting what emerges; dealing with diverse feelings and emotions being provoked; and acting focused and keeping straight on a direction, knowing that without solid actions on the present, there can’t be drawn the future.
On the other hand, autonomy and relationship depends on interactions quality.
Autonomy from different perspectives shows us the importance of given and received trust.
When it’s given autonomy, we’re talking about delegation. Delegation is about, mainly, knowing how to manage trust. It demands a sense of purpose and clarity about roles and responsibilities. But if somethings changes or goes wrong, the path isn’t punishment and criticism, but feedback, listening and fast learning.
By giving trust, it’s needed to understand other’s need, recognizing their qualities and consider their contributions.
To whom goes autonomy, we talk about coherence, being honest and genuine with themselves respecting rules and values; we talk about accountability for the consequence of their acts and commitments; and the learning that is allowing themselves to fail and be active enough to get new learnings.
Every trust dimensions.
Received trust reinforcing self-confidence and opening doors to give trust!
A relationship, which requires more effort to be held on hybrid work, has self-trust as basis. What brings us closer or farer from something or someone. Through that bonds are made. Trust is the key to human interaction, if a side doesn’t trust on other, there will be noise communication.
If having relation is living interactions where judgments, faults and resentments doesn’t own a place; it is being able to express and show itself; and, in a complex context, having a shared vision that supports the crowd towards a same goal.
Article originally posted on Estadão Digital and re-posted on author’s permission.