Hybrid work is proving to be the most challenging for bosses to adapt to—here's the reason.

The evolution of hybrid work is still in its early stages, and senior leaders are struggling to adapt.

Since 2020, 74% of companies have modified their hybrid work policy more than once, as per a survey of 2,556 workers worldwide conducted by Lucid Software, a company that produces digital collaboration tools.

Dave Grow, CEO of Lucid, states that he believes they have not yet finished making changes to their in-office days.

While 67% of people are content with their hybrid work policy as of April, 20% of global workers have considered quitting their job due to their current hybrid setup.

Big challenges for the leaders who set hybrid policies

Despite being happy or not, workers admit that big pain points persist with hybrid work, with productivity being their biggest challenge. Many workers say they lack the necessary technology or training to work effectively with their team members across different locations, which hinders their innovation. Only about half of U.S. workers have hybrid meeting and working guidelines in place.

Their biggest frustrations with hybrid schedules are miscommunication and feeling disconnected from colleagues.

According to the survey, managers and department heads are the most likely group to experience "hybrid whiplash" due to changing policies, while executives struggle the most with staying motivated through hybrid changes.

Leaders who manage multiple team members may face challenges in a hybrid work environment if they lack effective systems for measuring productivity. Additionally, working across departments in a hybrid setting can be difficult without clear communication tools and guidelines.

Grow says that the high level of dissatisfaction among executives who set policies in a hybrid workplace indicates that we have not yet reached the optimal way of operating effectively in this environment.

Although many recognize that they cannot provide a "perfect solution" to satisfy everyone and enhance productivity, Grow suggests that increasing the number of in-office days may not be the solution to overcoming hybrid obstacles.

Research shows hybrid work may have more benefits than being fully in-office

A recent study, the largest to date on hybrid work, shows that employees who work three days in the office and two from home have higher performance, satisfaction, and retention rates than those who work a full week in the office.

To adapt to a hybrid work environment, leaders must reassess their approach to productivity and success. For Grow's team, this means measuring productivity through joint initiatives rather than individual team accomplishments.

To enhance teamwork among hybrid teams, Grow advises decision-makers to prioritize "enablement and training" by providing the "appropriate resources, tools, and expectations."

While only 24% of entry-level workers feel adequately trained in hybrid collaboration, 39% of executives have created guidelines and 34% have provided training for their employees.

The guidelines and training should cover the fundamentals of communication tools, optimal practices for hybrid meetings, and effective collaboration with colleagues, regardless of their location.

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