Send people — and yourself — nudges - Deepstash

Send people — and yourself — nudges

Hybrid work means it’s easier to miss out on the small moments that make teamwork magical and spark innovation. Google News, for example, was the result of a casual conversation between two employees standing next to each other in line for lunch. In an office, these types of interactions happen naturally; in a remote setting, they fall by the wayside and over time this is highly detrimental.

Nudges can offer an opportunity to spark these moments in a hybrid environment. You could send nudges encouraging employees to “Reach out to a team member today”, for example.

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MORE IDEAS FROM 5 New Rules for Leading a Hybrid Team

Make work purpose driven

Purpose matters more than ever. People who don’t feel their work contributes to their company’s mission are 630% more likely to quit their jobs than their peers who do.

The way to help employees rediscover the purpose in their work is to make every task and project mission driven. Managers can tie each team member’s work back to the bigger picture of why what they do matters to the world. When assigning tasks, managers should consistently outline answers to: Why is this project important? How will it impact others? How does it fit into the company’s broader mission?

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Use the shift to hybrid as an opportunity to identify cultural gaps, and to set new norms to create a better, stronger culture.

Encourage managers to take notice of who often dominates the conversation in meetings or receives the most recognition for a project’s success. Make the evaluation criteria for projects as clear as possible: The more explicit the rubric, the less room for bias.

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While you should offer your people autonomy, you also shouldn’t shy away from putting a stake in the ground. When it comes to company direction, policies, and values, being clear is the kindest thing you can do — even if your decision is unpopular.

When people know what’s happening, they can make the best choices for themselves. It’s ambiguity that is more punishing.

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Encourage managers to offer direction, not directions. To help hybrid teams succeed, managers should clearly outline the milestones they’d like their reports to hit — and then let them figure out how to get there.

It feels uncomfortable at first, but by giving your team the freedom to decide their process and work product, you will end up with a better end product.

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RELATED IDEA

  • Managers should map each team member’s work back to the bigger picture of why what they do matters to the world. 
  • When assigning tasks, managers should consistently outline answers to: Why is this project important? How will it impact others? How does it fit into the company’s broader mission?
  • CommonSpirit, the largest nonprofit health system in America, starts important meetings with “reflections,” stories or videos recognizing how hard it is to be a health care worker in a pandemic while also connecting to all the good they do for their patients and communities. 

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for leaders who want to create a suitable remote working culture.

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Defining group norms

Group norms are the set of informal and formal ground rules that specify how people interact. The rules help members of the group determine how to behave. Advantages of clear ground rules within teams:

  • Meetings and communication are more constructive.
  • Teammates have a shared value system and work together to achieve goals.
  • Everyone knows what is expected of them, and they live up to the expectations.
  • Conflicts can be resolved more effectively and with understanding.
  • New teammates can integrate more quickly.

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Finding Balance In Your Communication Frequency

The only thing that has really helped to bridge the virtual gap between employees and managers is communication. However, both over-communicating and under-communicating — the extreme ends of optimal communication — come with their downsides. 

If there’s poor communication from the manager, there’s a risk of a wide gap in meeting team goals, delays in project completion, and duplication of work. On the other hand, if a manager is over-communicating, they risk wasting time, demotivating their team, and micromanaging their direct reports to the point of burnout

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