Hybrid workplaces – resist the temptation to fix the problems

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Over the past few weeks our focus is on coaching within the hybrid working environment.

There is a big temptation for leaders and managers to want to FIX THE PROBLEMS and challenges with hybrid working.

But we know that what we need is to be having coaching conversations.

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The challenges with hybrid working

Recent research* suggests that employees are seeing a number of advantages. Particularly in their overall productivity and wellbeing.

At the same time, challenges of hybrid work have emerged. Particularly having the right tools to be effective at work. Furthermore, feeling less connected to the organization’s culture. In addition, impaired collaboration, and relationships. Not to mention disrupted work processes.

Resisting the temptation to fix things

Let’s face it. A lot of us are purpose-built problem solvers. Furthermore, we care about our team or staff members. And we want to fix the problems that we are seeing. Importantly, bring our subject matter expertise to the situation. In addition, we probably have the solutions…if only they could all be implemented.

However, we suggest that we resist this urge to fix things.

The simple reason for this is because this is not our issue alone to fix.

Building accountability and responsibility

The solution in moving forward with hybrid working is a collaborative one. Importantly, it is about shared accountability. We are all responsible and accountable for the culture and workplace we want to create. Importantly, we are all capable of generating options and solutions to move forward. We think about this as an ‘above the line’ approach. Featured in the diagram here from our Certificate IV in Workplace and Business Coaching (10834NAT) program.

But what if they (the team or staff) won’t take responsibility? We hear you! This article from Harvard Business Review discusses common objections. For example, coaching feels ‘too soft’.

Our response, is that: it’s about having coaching conversations. Particularly listening to concerns. Furthermore, asking good questions in response. We cover these tools in our Leader as Coach program.

Reframing the challenges

One of the tools that we think is most important here is reframing. We love this tool and it is included in all of programs. Specifically, reframing is taking the challenges and asking a quality coaching question. For example:

Challenge:

Impaired collaboration

Coaching questions:

What do we need to collaborate more on?
In addition, how can we build collaboration?
Furthermore, what does this look like? Feel like?
And, where would this make a difference?

We hope you enjoy practicing this highly effective coaching tool. Importantly, to ensure that we are coaching. Rather than fixing things, as our workplaces change and evolve.

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