Many companies operate in a hybrid model. It is a solution that gives flexibility and freedom, but it also brings with it some challenges. How to take care of the team spirit when half of the employees work from the office and the other from their own homes? How to cultivate relationships, a sense of community and commitment when daily contact is lacking?
This article is a practical guide for leaders who want to effectively manage a hybrid team. You will learn from it:
how to maintain a sense of belonging in a dispersed team,
what rituals and activities support integration,
when and how to invest in live meetings,
where to look for support when your business is hybrid.
Hybrid operation to already standard
The hybrid work model has gained popularity during the COVID-19 pandemic as an emergency solution. Although the pandemic has already passed, this model has remained - and it works perfectly in many companies. Many businesses, knowing that this form works for them in the company, decided to reduce office space and take advantage of new opportunities. For many employees, this form of work turned out to be not only more convenient, but also more effective. Teams work with greater focus, calm and less distraction, which favors the new standards of work organization (see article on this topic herein). This approach gives you more focus, less fatigue, as well as a better work-life balance. Moreover, people who can flexibly choose the mode of work are more likely to get involved in the life of the company and less likely to think about changing it.
Well-implemented hybrid work brings real benefits to companies: greater talent retention, higher efficiency and Positive image of the employer. A condition? Leaders must actively manage relationships and communication within the team.
A sense of belonging starts with a leader
Today, hybrid team leaders are more than just a leadership role — they become ambassadors of organizational culture and inclusion. They are the ones who set the tone for the relationship, open the space for dialogue and show that every member of the team matters.
Virtual “open doors” — specific hours on the calendar when employees can spontaneously talk to a manager — are a simple way to show availability and build trust. Such informal contact, devoid of pressure, allows you to capture the moods and needs of the team faster.
Leaders should also initiate collaboration between different people and departments. Creating task teams composed of employees from different locations, running cross-departmental projects or introducing an internal mentoring program helps to strengthen relationships and strengthen the exchange of knowledge.
It is worth remembering that a team is not only built on working meetings. It is the daily small gestures, the presence of the manager and his attentiveness to the needs of the people that have a real impact on the atmosphere and the cohesion of the team.
Clear rules for the organization of work are the basis
In any hybrid organization, it is useful to develop clear rules for office presence, accessibility and communication. For example:
Set the days of the week when the team works from the office (e.g. Wednesday and Thursday) and the rest of the days remain flexible.
Specify shared working hours — for example, 10:00 — 15:00 — where everyone is available online, regardless of where they work.
Create a simple attendance schedule, visible to everyone, to avoid confusion and make scheduling meetings easier.
Encourage calendar syncing — so leaders and team members know when and how to reach each other.
Thanks to this, daily work runs smoothly and the team has a sense of structure and security. Clear rules also help to avoid misunderstandings and build trust.
Rituals, structures and microcommunities that hold the team together
A dispersed team needs anchor points — routines and rituals that give a sense of security and community. Here are some proven solutions that can be easily implemented:
Online morning coffees — 15-minute meetings with no agenda, e.g. once a week, on Monday mornings. This is the time to have a casual conversation, exchange weekend stories or laugh together at an industry meme. Meetings can be held on a rotational basis — each week a different person animates the conversation.
A social channel on Slack, Teams or WhatsApp — a space to share successes, the arrival of a new family member, vacation photos or cheering for your favorite team. It is also a place where HR can post birthday wishes, organize a quiz with prizes or throw in a relaxing industry joke.
Hobby groups — for example for lovers of animals, coffee, running, board games or books. People can share their passions, arrange offline meetings (e.g. joint running training) and build bonds on non-professional grounds.
Calendar — let's not forget about celebrating successes and occasions — birthdays, completed projects, work anniversaries. You can send an employee a package with a personalized gift or arrange a short meeting where the whole team will make wishes. Such an action allows you to show that the company approaches employees individually and together with them wants to celebrate important moments in their lives.
Micro-feedback sessions — 10-15 minute 1:1 conversations, e.g. every two weeks. This is a time to take a quick look at the mood, verify current challenges, and talk about how the company can support a person.
Live meetings that truly integrate
While remote work offers tremendous convenience, live meetings remain invaluable. However, it is not about bringing people to the office “for the sake of principle.” Meetings should have meaning, structure and value.
A good example is office weeks—weeks when a team works from a single location. It is worth planning during them:
integration breakfasts,
development workshops,
joint creative sessions,
summaries of the quarter,
conversations with management or leaders.
Social activities such as corporate volunteering are equally effective. Planting trees together, supporting a local foundation or organizing urban space gives a sense of mission and unites the team around values.
Empathy and Mindfulness — Competencies that Attract Talent
The best leaders are those who see the man before they see the “employee”. Empathy, individual approach and willingness to talk are the most valued qualities of team managers today. Empathy is one of the soft qualities that is hard to learn - if you have it great, but if you are hard on the ground, then certain actions will allow you to train the mindfulness that comes so much in collaboration with team leadership.
How to implement it?
Regularly ask: “How are you?” , not just “What about the project?”.
Remember important moments: birthdays, weddings, difficult life situations.
Give space to talk about needs — listen actively and respond to them realistically.
Appreciate the work and dedication of the employee.
In 1:1 or team meetings, it refers to topics raised in previous meetings (not only professional, but also private), for example, encourage an employee to share his impressions after the vacation, or ask how the run that one of your employees told you about a week ago went.
Employees who feel seen and understood stay with the company for longer. It doesn't cost much, and it pays off a lot.
A space that supports hybrid teams — the offer of Stara Drukarnia
If your team also works in a hybrid way, then Stara Drukarnia is a great place to grow your business. In our office building in Łódź you can rent offices with an area optimal for the needs of your company, and during the office week, when the whole team arrives, you can rent additional space.
This will give you an additional place where you can meet employees, conduct training, workshops, creative sessions or just have a coffee together.
Our spaces are:
Bright, spacious interiors with views of the city and the nearby park or courtyard, where a large-format mural is visible. It is a space conducive to concentration and creativity.
Modern conference and training rooms, where you will also find comfortable relaxation areas with access to coffee, tea and refreshments,
