There are six points on my Future of Work Redesigned compass. These are the six directions in which you must head if you are going to redesign the future of work in your organisation.

Without a good culture in the organisation, the benefits of hybrid working will not be realised. Culture is critical to company success and has direct impact on effectiveness, revenue growth, talent retention and attraction.

The future of work is hybrid. Period. This is an operating model that has employees working from an office and remotely that makes business sense. There are many variations of the model and no one-size-fits-all approach.

This will mean a reconstruction of the company culture. The culture must embrace employees working in many different locations. Whilst this could be one of the biggest opportunities afforded to leaders to reconstruct the company culture but could also be one of the biggest challenges.

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As we move into 2022, I thought a little inspiration might be called for. Over the years as I have written about leadership, I have uncovered some inspirational stories that depict leadership as it should be. Often, it emerges from the most surprising places and circumstances. Some of these names you will know and some you will not.

In this article I share the second five of 10 inspirational stories.

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As we move into 2022, I thought a little inspiration might be called for. Over the years as I have written about leadership, I have uncovered some inspirational stories that depict leadership as it should be. Often, it emerges from the most surprising places and circumstances. Some of these names you will know and some you will not.

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Last week my article explored the impact of mistrust in the workplace and the damage the pandemic has done to leader and employee trust.

Failure to intentionally build and improve trust in the workplace will not only impact your organisations culture but you will actively sabotage your brand and reputation, productivity, motivation, engagement, and talent retention.

The choice is yours. Here are 10 actions you can start to take today.

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Welcome to 2022. During 2021 I wrote and spoke about leadership, workforce resilience, and change.

Subtopics included leadership capability uplift to lead high performing hybrid teams, psychological safety, employee mental health and wellbeing, employee value proposition, empathetic leaders, employee empowerment and autonomy, equity and inclusion, employee attraction and retention, and organisations becoming more humanistic.

At the foundation of all these subjects and the bedrock on which they all reside is TRUST.

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In 2021 I was honoured to be invited to speak at Atlassian Team 2021.

The recording of my 25 minute session entitled “The Future of Service Management - Realised With Resilience” is now available.

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As we start 2022, none the wiser of what it will look like as we did at the start of 2021, I thought I would take a look at the top 5 articles I wrote during last year which grabbed people’s attention.

I have listed the top 5 based on the number of reactions the articles received on Linkedin rather than the number of views. That is, I have counted the ones readers took the time out to like, celebrate, support, love, found insightful or made readers curious.

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All leaders should have employee mental wellbeing as the priority. Not one of many priorities but the priority. Mind Share Partners say that in 2019 employers were just grasping the prevalence of the health challenges in the workplace. In 2020, mental health went from a nice-to-have to a true business imperative. In 2021, the stakes were raised even higher thanks to a greater awareness of the workplace factors that contribute to poor mental health. Unfortunately, employers have not done enough to address the issue. 2022 is the time to connect what they say to what they do.

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As a leader of a hybrid team your ability to run effective hybrid meetings where some of your participants are physically co-located whilst others are remote will be paramount to employee engagement and team performance.

Truly effective hybrid meetings are not just the result of running a meeting where participants are distributed across many locations in the same way you did when everyone was physically present in the same room.

There is added complexity. When all the participants are in-person, or all of the participants are virtual, there is a level playing field. When there is a mix of both, the remote participants quickly become the second-class citizen unless the meeting facilitator knows how to run an effective hybrid meeting,

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While effective communication has always been an important skill for leaders, the leaders of hybrid teams need to be exceptional communicators.

The biggest challenge to communication is the lack of non-verbal communication cues.

In the absence of these clues, leaders should practice more mindful communication.

Leaders also need to intentionally promote cross-functional collaboration. Research has shown that employees working remotely increase their in-team collaboration whilst cross-team collaboration decreases. This limits information exchange and knowledge sharing.

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Leaders show emotional support for their employees by offering genuine encouragement, reassurance, and compassion.

The repercussions of the pandemic will be felt for some time to come, and everyone will have different experiences and extenuating circumstances. Emotional support for every employee, wherever they are located is paramount. It helps them overcome the challenges they may be facing currently and help them deal with future challenges as well.

Often those working remotely feel less cared for than those in the immediate proximity of a leader. That cannot be allowed to be a new reality.

Emotional support comes from leaders who lead with vulnerability, empathy and compassion and have the wellbeing of every employee as an overarching priority.

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As a leader of a hybrid team where you and your team could be working from anywhere at any time, how do you ensure that your teams knows (a) when you are available for them (b) you are visible as their leader.

Availability and visibility are paramount to avoid team members feeling isolated, excluded and unsupported. But being available and visibly does not mean ‘always on.’ You cannot be both available and visible if you are a bottleneck.

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The great wave of resignations is being driven by what I have called The Great Realisation. The Great Realisation is the time for reflection employees have had whilst being bunkered down and adjusting to the changes and uncertainties foisted upon them during the COVID-19 pandemic.

They have reflected on what they want from life and work, and many have realised that they deserve more from their employer. The numbers speak for themselves.

This is how employers are responding. Which one are you?

• The ostriches

• The wishful thinkers

• The minimalists

• The misdirected

• The employers of choice

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Everyone is so distracted by whether the future of work is a return to the office, everyone remote or a mix of both, they are missing the bigger picture.

Whilst employees are demanding flexibility and autonomy about where they work and are voting with their feet if they don’t get it, it must not be the only aspect of work you focus on if you want a healthy and high-performing team.

It cannot be the only thing you focus on if you want to retain and attract talent.

It is time to stop procrastinating about where your employees are going to work and make a decision that meets the needs of your employees and the business. Then move on and focus on what really matters.

A recent study by Atlassian called The State of Teams declared that it is not where you work but how you work that makes teams thrive.

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What your employees want from you, for them to stay with you, should inform your Employee Value Proposition (EVP). Not only does this help in retaining your talent it should also help attract the talent you need to be a leading organisation.

Your EVP is how you position your organisation in the employee marketplace. It tells prospective employees what you will offer them in return for their skills, capabilities, and experiences. It tells existing employees what you will continue to offer them to demonstrate you value them and want to keep them.

Your EVP is also a marketing message to customers and consumers. They want to know how you treat your employees and it will affect their loyalty to your brand.

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Organisations are struggling to address what is being termed The Great Attrition or The Great Resignation for one reason - they don’t understand why employees are leaving in the first place.

When asked why employees were leaving, employers cited:

· Compensation

· Work-life balance

· Poor physical and emotional health

When employees were asked why they were leaving, they cited:

· Not feeling valued by the organisation

· Not feeling valued by their manager

· No sense of belonging at work

Whilst those factors cited by employers are still important to employees, they are not as important as employers think. They are out of touch. Employers are focused on transactional factors whereas employees are focused on relational ones.

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Despite extensive research informing us of the benefits of empathetic leaders such as increased engagement, performance, productivity, and organisational growth, it is a leadership characteristic that is woefully missing in many organisations.

This month an EY Consulting survey confirmed that 90% of workers believe empathetic leadership leads to higher job satisfaction and 79% agree it decreases employee turnover.

The majority (88%) felt that empathic leadership creates loyalty amongst employees towards their leaders.

This could be the panacea for The Great Resignation that is causing so much angst at the current time. Empathy in the workplace not only retains your valuable talent but also attracts it, giving you competitive advantage.

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The shift is that before remote working and hybrid teams, we approached discussions about “work” and “non-work” as separate and we could keep clear of the latter. During the pandemic, leaders have found they have had to discuss topics such as childcare arrangements, home-working environments, health-risk concerns and challenges faced by other members of the household.

Even after the pandemic ends, this will not stop. As a leader, you can’t manage a distributed team without access to the data that allows you to effectively schedule and coordinate the team activities. The challenge is that seeking access to often personal data can carry risks and legal implications and invade employee privacy.

The solution is to create an environment of psychological safety in which your employees feel safe to share information about their personal situation relevant to their work that allows for effective management.

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