The Secret Behind Great Hybrid Cultures- Harvard Business Review[Storytime Saturdays]
Understanding What Great Hybrid Cultures Do Differently
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On Saturdays, I will cover stories/writeups covering various people’s experiences 📚📚. These stories will help you learn from the mistakes and successes of others. These stories will cover various topics like Leadership, Productivity, and Personal/Professional Development. Use these to zoom ahead on your goals 🚀🚀
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In this week’s reading list for Tech, Business, and AI (which I published on LinkedIn here) we touched upon remote work a few times. Remote work is amazing for many reasons, including (but not limited to): better employee retention; lesser strain on the environment; better flexibility; lower costs, etc.
Fully remote workers report greater satisfaction with their pay, recognition from colleagues, opportunities for advancement, and – especially – a greater degree of autonomy that they have over their work.
However, for many organizations, it might be scary to go from operating in-person to switching to completely remote. Hybrid work provides a great bridge between the two- allowing teams to experiment and evaluate how well operating remotely works for them. Hybrid work can also provide a best-of-both-worlds situation for many employees. In this article, I will be going over a very interesting article by Harvard Business Review, titled What Great Hybrid Cultures Do Differently to answer that question and add some thoughts of my own in the matter. If you’re a manager/business leader (or you want to be) then understanding this can help you unlock your team’s productivity gains.
Sixty-five percent of workers desire to work remotely all the time, highlighting the popularity of this work model [6]. At the same time, 32% prefer a hybrid schedule, which combines the best of both worlds—flexibility from remote work and collaboration opportunities from in-office work.
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