If you desire faster growth and greater profitability, you must beat your competition in the race to provide customers with more value for their money. If you do not invent superior new things, your competition will eventually catch up. To do this, you must hire the most qualified candidates and keep them motivated.
- From a company that dictated its products to technical decision-makers
- To one where staff learning, including how to connect with new corporate decision-makers and how to master innovative new products, predominated.
The epidemic has given business leaders a new challenge: how to construct and manage an effective hybrid organisation. Here are four potent suggestions from Nadella on how to accomplish this, coupled with my thoughts on what you should do about them.
1. Collaborate efficiently across all types of work.
Teamwork results in improved decision-making and execution. How so? Collaboration brings together individuals with diverse abilities and perspectives. This type of teamwork can generate better ideas and make individuals from other departments more cognizant of the problems associated with implementing new tactics.
The increased acceptance of hybrid work creates numerous new opportunities for collaboration. As Nadella noted, some team members may meet in person, while others may collaborate remotely. According to the podcast Taken for Granted, teams may also consist of members who communicate simultaneously with others who participate asynchronously.
To achieve success, leaders must set and model high-quality standards for hybrid cooperation. This involves encouraging individuals to
- Show up where and when they promise,
- Prepare well for the meeting,
- Participate actively,
- Disagree respectfully and constructively, and
- Take action at the end of the meeting
In addition, corporate executives must select technology that minimises meeting disruptions across global networks and teach all participants in the proper use of these tools.
2. Give individuals a break.
Nadella observed that hybrid work is most effective when the immediate manager sets the correct tone. The manager of the team should permit employees to create schedules that complement their non-work hobbies.
Managers should specifically let teams operate outside of the usual 9 to 5 schedule. For instance, a worldwide team may stop working at 5 p.m. Boston time so that certain team members may spend time with their families and continue work at 9 p.m. after children have gone to bed and colleagues in India have begun their workday.
Additionally, business leaders should respect team break times. For instance, if teams decide not to work over the weekend, managers should avoid sending emails over the weekend, or schedule their delivery for Monday, so that team members do not feel obligated to react during their break.
3. Maximize the use of available space.
Physical office space is significantly more expensive than collaborative solutions that allow employees to work from home.
However, there is a benefit to individuals working in the same physical place. For instance, face-to-face meetings may be the most effective approach for employees to feel emotionally closer to their coworkers and to develop relationships that help them ascend the corporate ladder.
Nadella has not determined how much room a business requires to reap the advantages of in-person cooperation. According to Taken For Granted, Microsoft researchers are analysing data on how employees utilise space, defining best practices for the future of office space, and “bridging the gap between the physical and digital.”
4. Initiate new employees into hybrid work settings.
Finally, corporate executives must urge their managers to organise the onboarding of new hires. Before the epidemic, individuals with roles such as human resources and information technology contributed to new employee onboarding.
Microsoft has managerial strategies and tools that enable managers to be “the full-service concierge” for onboarding new employees to hybrid work, as described by Nadella. As an illustration, he mentioned that Microsoft’s Model, Coach, Care managerial architecture and its Viva experience platform can assist with such onboarding.
Microsoft is pursuing mastery of this procedure. According to Taken For Granted, Nadella stated, “We must put our money where our mouth is and concentrate on establishing this managerial competence.”
“We actually have to put our money where our mouth is and focus on building that managerial capability,” noted Taken For Granted.
By implementing these four tips, your company will be in a better position to win over customers by fostering a hybrid workplace that attracts and motivates brilliant individuals to develop innovative new products and provide superior service.