I recently had the opportunity to moderate a couple of roundtable discussions on hybrid teams. The question was centered on alignment and engagement of team members. Everyone on the virtual conference was associated with project management in one way or another – technical, managers, leaders, and creators shared their views to increase engagement on hybrid teams.
Interestingly, we initially were tripped up by the definition of “hybrid”. Pre-Covid, “hybrid” typically meant some team members were in one location while other folks were located at different company or contributor facilities. Post-Covid, “hybrid” often means people go to the same central office space one or more days per week and work remotely (e.g. work from home) the other days of the week. Following the guidance of Bridging Communication Gaps (published in 2018), we agreed to identify the former “hybrid” teams as “dispersed” and adapt the part-time office dwellers as modern-day “hybrid” team members.
Definitions, such as these, are important to build trust. People seek consistency amid chaos, so establishing a group definition upfront allows the team to begin building bonds with one another. In project management, we can use the team charter as a practice to generate common language leading to trust. In leadership development, situational contexts might change definitions, yet a leader’s purpose must be consistent in laying out clear definitions and expectations. Finally, in building a balanced work/life/faith presence, our definitions must be articulated rather than assumed.
PURPOSE
Just like the team charger lays out behavior expectations for a project team, a leader must define their own values and behaviors. However, the definition is not enough. We, as leaders, must always act with a high level of EQ and in a predictable way. Successful leaders are constant, steady, and stable.
Unlike cognitive intelligence (measured by IQ), we can develop our EQ (emotional intelligence). Self-regulation is key to being a consistent leader. While it’s not healthy to stuff and hide emotions long-term, leaders must deal with project frustrations in a steady and professional manner. This is especially difficult if the leader is experiencing any elements of “life” that are out of balance: service (work), relationships, health, or faith.
Suppose you have a health concern about an aging parent. As a normal human being, you feel a little more stressed than usual as you worry about their test results. Yet, as an emotionally intelligent, trustworthy leader, you need to present an open mind to the members of your team. You must listen carefully and fully participate in team meetings, conversations, and communications. Being vulnerable and sharing your personal difficulty can build trust and empathy with your team. But, at the end of the day, you are responsible for their well-being and the success of the project, too.
It sometimes helps to find an outlet for stress when leaders encounter an imbalance in work and life. It’s not time to quit exercising or to skip healthy, nutritious meals. Trust and delegate to your team so you can present consistent and stable guidance as a purposeful leader during times of challenge.
For Further Thought: What steps do you take for self-care when your personal life impinges on your professional leadership role?
