Are you curious about hybrid working?
WFH, the future of work , technology as an enabler, hybrid work environments. All have been trending this past year. As we continue to adapt, what work skills will truly be post-pandemic?
Microsoft has helped over 30 million people globally, 6 mil in Asia, to be more digitally savvy through 2021 free LinkedIn Learning and Microsoft Learn courses and low-cost certifications. Very commendable and kudos to MS, but will a focus on technical skills potentially nudge aside the interpersonal experience of work? Should we be concerned or concentrate on digital skills? Is burnout tethered to technology or to people? The word has been around for ages, but its application seems to have shifted. The benefits of a hybrid work environment are manifold. A short walk (or even none) to work, reduced commutes = lower carbon footprints, and of course, greater individual agency.
Last week, the Head of Strategy for a global bank told me his engagement scores are higher than they’ve ever been with his geographically dispersed teams. “It’s not rocket science”, and he makes it a point to check-in regularly with his team. From the start of the pandemic, he made certain his team had access to the right resources, set up home offices, and was able to avoid the technology challenges in the more remote locations. He admitted such a transition was difficult for some of the team, but online platforms and other tech enablers helped his team vocalise their concerns.
He would have not succeeded had he not engaged, personally, from the start, that uniquely human touch of care.
I’ve recently heard questions in my coaching engagements about hybrid work; how to build or maintain a network, how to become visible and how it impacts on one’s career.
The new term ’hybridist’ is one who works with peers co-located in the same space and with others remotely. According to Gartner research, this hybrid workforce has exploded, with 82% of organizations now offering partial remote working, as we start to consider returning to the office.
Those standard questions on careers, networks and visibility now evolve. Work has transformed, yet some things remain the same. Whether in the same physical space or remote, understanding power dynamics, being visible and maintaining networks will endure. That’s important to remember.
Everyone’s now on Zoom, Teams, Webex, so does the need to be ‘’visible’’ seem unnecessary? It’s not. According to, Mark Mortensen, and Martine Haas, “Visibility level, or being seen by those in power, is also shaped by an employee’s location — especially their location relative to their boss and senior managers.” That makes sense. I’ve observed a visible increase in ‘’distance bias’’, that proximity still makes a difference. I’ve seen how working in the same location or being visible in that Zoom meeting increases the opportunities and makes an impact. Virtual or remote, you have to be heard, not merely seen.
Not all of us like to network, and with 25–30% of the workforce working from home, maintaining your network and connecting across an organization requires more time and attention. If that’s not your strong suit, there are plenty of articles on how to build a remote network and become a connector. Consider organizing a group around a common interest or on a new project. Lead a discussion, a subtle way of self-marketing and raising visibility. Working remote makes it easier for teams to interact and collaborate across regions. If done well, a Zoom meeting creates a sense of belonging around a common purpose.
There is one overlooked strength we all have. It is aligned with our current state of work, is vital for careers, helps build networks and maintain visibility. It is Curiosity. From positive psychology to leadership researchers curiosity offers a host of benefits, for one, being curious makes it easier to build social networks. In the book, The Curious Advantage, authors, Paul Ashcroft, Simon Brown and Garrick Jones, suggest that ‘’curiosity is the greatest driver of value in the digital age.”
According to, Ben Deal’s research, the curious are attracted to new things, experiences and people. They have an ongoing interest in their inner experience as well as the world around them. Curious people are good listeners and communicators, as they are often asking ‘why?’ because they really want to know, rather than test concluded assumptions.
Given the state of work- today and tomorrow- remaining curious is the one strength needed for balance and sustained success. And the good news is that it’s a renewable resource, for those willing to explore and ask. We all have curiosity because it is a sense of wonderment, but some of us lose it over time. It’s time to regain it, as it is not anything a machine can ask. That then is the skill we must develop. as we enter a new stage of work — and life. Curiosity to explore inwardly and outwardly, with an open mind and a sense of awe. Which is how work should be anyhow, personal rather than functional.
