The document discusses the results of a survey on how internal communication has changed due to COVID-19. The survey found that trust in leadership, colleagues, and communication has increased. Remote work was one of the hottest topics and leadership communication was rated highly. Most employees now prefer a hybrid or fully remote work model and want more flexibility. The challenges of leading in a hybrid workplace include maintaining organizational culture and preventing employee burnout or a lack of innovation when not all employees are in the same location or on the same schedule. Successful companies like GitLab and MailerLite were cited as examples of how to support remote and asynchronous communication to avoid employees feeling like they are missing out.

1. Vija Valentukonytė Urbanavičienė
http://partnersincomms.com
Leadership in a hybrid
workplace

2. WWW.PARTNERSINCOMMS.COM

3. HOW INTERNAL COMMUNICATION HAS
CHANGED DUE TO COVID-19? WE ASKED IN 2021
138 TARGETED RESPONDENTS WITH IN-DEPTH SURVEYS
65%
PRIVATE
SECTOR
31%
PUBLIC
SECTOR
3,6%
NGO ET AL.

4. TRUST IN LEADERSHIP AND COMMUNICATION HAS
INCREASED
0 20 40 60 80 100 120
Trust in colleagues
Trust in management
Trust in Communication
Reputation of the company
Trust in colleagues
How COVID-19 affected...
Positively No effect Negatively

5. REMOTE WORK – ONE OF THE HOTTEST TOPICS
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Mental health
Physical Health
Remote work
Safety
Which topics you think matter the most to employees? (1 – completely
agree; 5 – completely disagree)
1 2 3 4 5

6. LEADERSHIP COMMS – RATED VERY HIGH!
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Timely
Consistent
Effective
Targeted
Clear
Empathetic
CEO‘s communication was ... (1 – completely agree; 5 – completely
disagree)
1 2 3 4 5

7. PREFERNCE OF TYPES OF WORK
REMOTE HYBRID-
REMOTE
(moving freely
between office and
remote)
OFFICE HYBRID
(agreed time
at the office)

8. How would you prefer to work after the pandemic? (Emplonet research,
2021)
Nuotolinis
1 2 3 4 5
OFFICE
HYBRID
HYBRID-REMOTE
REMOTE

9. EVERYONE WANTS MORE FLEXIBILITY
MIDDLE
MANAGEMENT
LINE MANAGER
SENIOR SPECIALIST
TOPM MANAGEMENT
SPECI ALI ST
J UNI ORSPECI ALI ST
5
REMOTE
HYBRID
HYBRID-REMOTE
1 2 3 4 5

10. Task for leadership is not new, it is about adapting
it to the new normal (Gartner, 2021)
Realistic goal setting
Effective delegation
Productivity culture
Recognition of colleagues‘ work
Conflict resolution
Create organisational culture
, when a colleagues has child care challenges
, when everyone has flexible schedule
, when colleagues are burnt out
, when we are not all in the same office
, when we have differnet schedules and expectations
, when it doesn‘t appear organically

11. Arythmic social relationships
Biases about presenteeism
Fear of missing out
Lack of innovation and creativity
RISKS OF
LONG -
TERM
HYBRID
WORK
Leadership as role models

12. GitLab
Hybrid-remote:
https://about.gitlab.com/company/culture/all-remote/hybrid-remote/
(c) www.PARTNERSINCOMMS.com
For us, it was really important that people
didn't have to come to the office to get
information necessary for career
opportunities.
It's not that people like their commute;
just that people don't want to miss out. If
you make sure that people don't miss out,
you can be remote, too. It takes a lot of
effort and focus to make sure all
conversations are captured appropriately
and that everything is documented.
- GitLab co-founder and CEO Sid Sijbrandij

13. Leader in a hybrid
organisation –
better work
remotely
No expectation of live
interaction imposed
Avoiding natural tendency of
working in the same ways as in
the office
Avoiding cognitive dissonace
about teh technology required
Sends a message that the
office is not the epicentre of the
organisation

14. Procesai ir
infrastruktūra

15. CyberNews
(c) www.PARTNERSINCOMMS.com
• From tasks and schedules –
to goals and context
• Overcommunication
• Checkin in with each team
mate personally

16. MELP
(c) www.PARTNERSINCOMMS.com
• Small human details
• Unstructured live time
together
• Capitalising on a wish to
change the world
• Open but balanced internal
communication

17. MAILERLITE/ The
Remote Company
(c) www.PARTNERSINCOMMS.com
• Documenting,
asynchronous
communication
• „How to work
with me?“ profile

18. EXACASTER
(c) www.PARTNERSINCOMMS.com
• Experiment
• Use the technology
• Introvert’s paradise
• Process definition

19. BP
(c) www.PARTNERSINCOMMS.com
• „Just-in-time
learning“ guide
• Leaders
community to
solve common
challenges
• Regular feedback
collection
• Motivators

20. How to be a Hybrid
Workplace champion?
• What opportunities does this model
opens up for me and my team?
• How can I help them work
independently?
• How can we boost productivity?
• What are our new rituals and norms?
• What etchnology do we need? Am I a
pro user of it?
• What have I learned? Where I‘m the
catalyst, and where – I‘m the
roadblock?

21. Paldies! Aitäh! Ačiū!
Vija Valentukonytė - Urbanavičienė
Vija.urbanaviciene@gmail.com
http://partnersincomms.com/
Join GROUP „iekšējā komunikācija“ on Facebook
LinkedIn: www.linkedin.com/in/vija-valentukonyte/