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4 Hybrid Work Initiatives to Implement Now

Because the start of the pandemic, studies have repeatedly shown that remote work doesn’t adversely affect productivity. But we realize there’s something irreplaceable about seeing our colleagues in person–especially with regards to intangibles like culture, collaboration, and purpose.

Pre-pandemic, the typical was fully in-person work. Mid-pandemic, the typical was fully remote work.

We’ve tried the extremes. Now you have to locate a happy medium: Hybrid.

Isolating the huge benefits and preventing the pitfalls of working at home (WFH) takes some learning from your errors. The experimentation may intimidate some companies who don’t desire to take unnecessary risks, especially in a challenging market climate.

Great news: You may use my company, Thirdloveas a good example.

Going back five months, I am tinkering with hybrid work initiatives andidentified several best practices on the way.


  • No commute = additional time for everybody. A Bureau of Labor Statistics report released this past year discovered that in 2019, Americans were spending additional time on the commutes than ever before. The common round-trip commute time was roughly one hour, and much more than 15 million Americans spent a lot more than two hours each day commuting (up from 12.6 million in 2006). The common one-hour round-trip commute means five hours of lost time weekly. Over a two-hour commute and you also lose a lot more than 10 hours in the automobile, every week. That is clearly a large amount of hours. WFH doesn’t have commute, giving all that point back.

  • WFH teammates are more independent and resourceful. As you have fewer resources at your immediate disposal, WFH encourages a do-it-yourself attitude. I’ve seen quite a few team are more self-reliant through the entire pandemic.

  • WFH minimizes distractions. Especially given that schools are back in-person, WFH gives people control over their environments. Individuals who work very well with music on need not be worried about distracting individuals who work well alone. You also don’t possess your teammates tapping you on the shoulder continuously, which in some instances is really a positive.

HOME BASED Pain Points

  • Communication inefficiencies. Probably the most obvious drawbacks of WFH is you lose those in-between moments–dropping into someone’s office to ask an instant question, swinging by someone’s desk to check-in. The WFH replacement for these in-between moments is asynchronous communication–Slack, email, text, etc. I’ve pointed out that these threads have a tendency to go on a lot longer than necessary in some instances, specifically for small topics. This implies WFH teammates are devoting additional time to easily solvable problems than they might at work, which can result in communication overload and misalignment.

  • It’s harder to create relationships remotely. The drawback of strengthening your relationship with your personal space is you do not spending some time strengthening relationships together with your colleagues. We’ve all done enough Zoom happy hours to learn that they’re considerably less happy compared to the in-person versions.

  • Isolation can hurt collaboration and creativity. Collaborating personally will will have the benefit over collaborating remotely. Considering a pixel representation of someone just doesn’t equate to hashing things out in exactly the same physical space. It is also very hard to obtain the creative juices not having feeling the power that originates from all being together in an area.

The 4 Initiatives

Many of them may stick plus some may not, but we’re centered on finding methods to make our hybrid model work harder.

one day a Week personally

Inside our SF hub/headquarters, our full team who lives in the Bay Area will come in one day weekly – Wednesdays. Most of us make an effort to only do meetings which can be fully done personally on that day. It permits relationship building, collaboration, and connection. We do cultural events and happy hours for different moments and events. Once we have built out our hubs, we’re researching to replicate this in Denver and LA aswell. Our fully remote teammates (we do involve some!) arrived at San Fransisco regularly, at the very least quarterly, so when they are around, we’ve their teams can be found in to foster team development and alignment.

“Work from Anywhere” experiment

In July, wegaveour team the opportunity to work anywhere, all month. Enter into any office when it seems sensible, and home based (or from your own parent’s house, or perhaps a charming Airbnb) when it’s needed. We’re encouraging travel and adventure to greatly help promote creativity and renewal. This makes people very intentional about if they come into any office and what they do when they’re here. Individuals who have to collaborate will intend to come in on a single days, and care for their individual focus on the times they’re away.

No Meeting Fridays

We first tried No Meeting Fridays in June and folks loved it. The theory was to devote 1 day per month to deep individual work, without interruption. It has helped with a few of the zoom-meeting overload that people all experience.

Work From HomeTraining

We’ve began to design training around steps to make probably the most of WFH resources–communication mediums, meetings, and time. Working out may also cover the actions that are better at work and encourage visitors to schedule their in-person time carefully.

Setting new standards always includes an experimental period, which includes some growing pains. Work arrangements must not be universal. They must be determined by everything you do, the method that you take action, whose input you will need, so when.

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