HUB International

Fran Scott

Workforce Culture Advocate

Fran Scott is Practice Leader for Health and Performance at HUB International, where she helps clients navigate the intersection of lifestyle medicine, industry best practice and strategy to advance wellbeing initiatives from infancy to full maturity. She also supports the evolution of HUB’s health and performance practice as a cohesive, evidence-based and catalytic force. A veteran of the health and wellness space, Scott has spent 20 years influencing individuals, organizations and cultures through work centered on health, performance and sustainable wellbeing.

After completing her collegiate basketball career at the University of Virginia, Scott earned a master’s degree in health and physical education and spent the first half of her career in corporate fitness before moving into employee wellness. Prior to joining HUB, she led several award-winning programs for Fortune 500 companies. She believes wellbeing programs can significantly enrich an employer’s value to employees and communities, with lasting engagement built first on relationships, compassion and culture. Her own health and performance journey follows a Blue Zones-inspired lifestyle centered on walking, cycling, plant-based eating, wine, community and a supportive tribe.

The hybrid work environment has proven its staying power.

This year, up to 88% of U.S. employers have some sort of hybrid arrangement, though only 25% offer it to all their workers. Even so, remote-capable employees prefer it: eight in ten expect a hybrid or fully remote environment over the long term.

Here’s the problem, though. Only 48% of managers believe their skills and resources are up to the challenges of successful leadership in this environment. That’s a concern when managers, especially those on the frontlines, are critical connectors between the organization, its strategy and culture, and the employee experience. In fact, over half of employees say their manager is the primary influence over whether they will stay in or leave a job.

Managers’ abilities are strained given the complexities of a remote or hybrid workplace, and this has an outsized impact on culture and performance, as well as employee retention. They must be able to work around various roadblocks, like equitable collaboration, fragmented communication and unpredictable attendance.

What’s needed is a “culture catalyst” in the form of manager enablement that goes deeper than traditional manager training. The days of “managing by walking around,” face-to-face training workshops and top-down “command and control” management styles are less relevant these days.

Here are three guidelines most necessary to effectively enable managers to successfully lead a remote and hybrid workforce.

Upskill for today’s leadership requirements. 

Critical skills like empathetic communication, inclusionary leadership, coaching and performance management must   be brushed up and enhanced for today’s workplace.

This takes a different focus. Proximity bias must be actively countered. One way to do this is by assuming everyone is remote, reflecting that in meetings (conducting them all via video), and using shared video workspaces. Another emphasis is on strategies to advance a cohesive culture, through “intentional” connections that replace a different era’s water cooler. For example, the first minutes of virtual meetings could be dedicated to personal check-ins.

It’s also important to adjust performance management when in-office attendance-based measures are less relevant. Results-oriented outcomes are key, supported by regular, often impromptu one-on-one communications along with active acknowledgement of individual contributions during virtual meetings.

Redesign support systems

Practical resources need to respond to the hybrid environment, with an emphasis on reducing administrative burdens so managers can actually lead. In fact, micromanagement is superseded by practical assists that support the shifting emphasis on outcomes and results. Think toolkits, conversation guides, people-data dashboards and streamlined processes.

Technology has a big role to play. Project management systems, for example, help managers monitor employee progress in real time. Analytic tools are helpful for tracking employee productivity patterns, providing a window to risks like burnout and bottlenecks in operations.

“Lead with empathy, and trust in the power of consistent and reliable behavior matter.”

Also important are focused HR support systems. Mentoring programs or virtual events    are one way for remote managers to connect with each other on best practices and problem solving. Managers would be well-served by a documented policy on remote work expectations, from expected working hours to equipment. 

Empower through trust and autonomy. 

This comes when clear expectations are established and managers are given the flexibility to lead in ways that fit their teams. While outcomes are important, it’s just as critical to recognize and reward effective leadership behaviors.

Ultimately, this involves an emphasis on important principles: Lead with empathy, and trust in the power of consistent and reliable behavior matter.

Organizations that understand the need to empower their managers to succeed in a hybrid workplace will develop a comprehensive framework that cultivates them as effective people leaders who are well-supported by development programs attuned to the hybrid workplace.