HOW TO LEAD hybrid teams EffectiveLY
suggested practices
currently
98%
Build trust
Reflect on the pros and cons
Remote = less trust
want to work remotely
for you
The fundamentals
WHY & HOW
GO DEEPER
SOURCE
Select the right people
Establish new norms
days/week remote
modes of working
orienta-tions to life/work balance
for remote working
are most common
HOWEVER...
CRITERIA
HERE'S HOW
INFO
INFO
Use tech to boost success
Contact us
and cite this resource
Many tools are available!
Future of the workplace?
INFO
TRY THESE
EXPLORE
Reference
Haan, K. (2023, Jun 12). Top remote work statistics and trends. Forbes.
Read the Forbes article
The future of the workplace?
Less...
- personalization (e.g., nameplates)
- personal space to accommodate for more people
- desk clutter
- office sites altogether because of an increase in remote work
The office environment is likely to change, reflecting the trend of remote work. Indeed, “hot desking” (employees choose available workspace in lieu of assigned ones) is no longer an interesting trend, but rather, commonplace. According to Nextiva, on a global scale, 48% of businesses already prescribe to hot desking and flexible work configurations are growing. So, what does this mean for today’s physical workspaces? On the right are some predictions.
More...
- demand for routine maintenance
- office chatter as employees encounter new faces
- communal spaces to facilitate teamwork when in the office
- technology to enable hybrid work
While the office space isn’t dead, it is certainly changing. For further reading:
Forbes »
JP Morgan »
LinkedIn »
How independent is your work?
While two days per week is the most popular trend for remote work these days, the right number for you depends on how interdependent your work is. If you need to collaborate more with others to get work done, you may find you need more than two days on site. At the same time, maybe if you spent more time in the same space as your coworkers, then you'd want to collaborate more? Source: Raver, J. (2023, December 1). Leading Hybrid Teams [Workshop]. Queen's University, Kingston, Canada.
Looking for tech ideas?
Seattle University provides all colleagues the Microsoft 365 suite. Relevant packages include:
- MS Planner
- MS To Do
- MS OneNote
- MS Teams
- MS Loop
- MS PowerBI
- MS Lists
- MS Project
Other packages are available, including:
- Veeva Engage (Yammer)
- Viva
- AirTable
- Miro
- Smartsheet
(Caution: Some incur fees!)
Download Microsoft 365 via IT Services' intranet site (requires SU login)
Selection criteria for remote workers
Most important for selecting remote workers are that they (1) are proactive/self-starters and (2) have self-awareness and self-regulation We should also consider (3) existing team composition and the candidate's value-add, (4) communication skills, and (5) a growth mindset.
Why prioritize self-starters who self-regulate?Successful remote workers embrace autonomy and need to be able to design their own work. Further, as they process their work lives rather independently, it is an asset when they know how to manage their strong emotions (e.g., frustration, excitement) on the job.
Establish new norms for team cohesion and inclusion
For hybrid teams to succeed, we need to address an in-built bias with two different names. Distancing bias is the tendency to (unconsciously) limit resources and rewards for employees that you see less often (i.e., remote workers). The flip is proximity bias: the tendency to (unconsciously) favor in-person employees. Whichever term you use, the key is to remember that people tend to give preferential treatment to in-person employees. So we need to help reduce those biases to foster more inclusive, cohesive teams.
Here's how you can help build cohesion and inclusion:
- Open each hybrid meeting early to enable informal moments online and in-person.
- Make every meeting virtual, so that even those attending in-person are logged in to the meeting virtually.
- Make sure everyone’s camera is on, so that everyone can read facial expressions and feel connected. (Note: you can only have one microphone on per room!)
- Ensure the convenor is sometimes remote to build the sense that all types of participation are valued.
- Adopt "pulse calls" or quick audio calls for remote workers to function more like dropping by someone's office to check in.
BUILDING TRUST
Why?
How?
Leaders play a special role in transmitting positive emotions to others in the workplace. Three sources of trust are: (1) competency (e.g., proven good work), (2) benevolence (e.g., care, compassion), and (3) integrity (e.g., authenticity, honesty) Ask yourself: "What are my (new) work routines that tap into those sources of trust?" Have you tried the positivity challenge? Try to add at least 10 pops of positivity/day to your workplace.
- Examples: Recognizing an employee's passions, commenting on a employee's good work, sending a funny meme to cheer someone up after a stressful week.
If you are not actively building trust, it is eroding.
Trust relates to important key performance indicators, so it's not just a "nice thing" to have, but a necessary criterion for success. Did you know that remote teams report lower trust than face-to-face teams?
Check out this New York Times article on Google's investigation into its teams.
The future of the workplace?
Less...
- personalization (e.g., nameplates)
- personal space to accommodate for more people
- desk clutter
- office sites altogether because of an increase in remote work
The office environment is likely to change, reflecting the trend of remote work. Indeed, “hot desking” (employees choose available workspace in lieu of assigned ones) is no longer an interesting trend, but rather, commonplace. According to Nextiva, on a global scale, 48% of businesses already prescribe to hot desking and flexible work configurations are growing. So, what does this mean for today’s physical workspaces? On the right are some predictions.
More...
- demand for routine maintenance
- office chatter as employees encounter new faces
- communal spaces to facilitate teamwork when in the office
- technology to enable hybrid work
While the office space isn’t dead, it is certainly changing. For further reading:
Forbes »
JP Morgan »
LinkedIn »
How independent is your work?
While two days per week is the most popular trend for remote work these days, the right number for you depends on how interdependent your work is. If you need to collaborate more with others to get work done, you may find you need more than two days on site. At the same time, maybe if you spent more time in the same space as your coworkers, then you'd want to collaborate more? Source: Raver, J. (2023, December 1). Leading Hybrid Teams [Workshop]. Queen's University, Kingston, Canada.
Is remote work right for everyone?
Consider whether you are an integrator or a segmentor.For integrators, work and private lives overlap. For segmentors, work and private lives are entirely separate. And of course many people will lie between the two. Some scholarship suggests that integrators will work better remotely than segmentors.
Read more in Forbes magazine
Reference
Haan, K. (2023, Jun 12). Top remote work statistics and trends. Forbes.
Read the Forbes article
Reflection
The fact that there are advantages (e.g., less commute time, fewer overhead costs) and disadvantages (e.g., distractions, opportunities for community building) to remote work for both individuals and organizations is not surprising.
However, upon examining the benefits that individuals commonly highlight, one notable aspect is often absent: "the ability to disengage from work." This is a significant observation because there is a concern that remote workers' productivity will decline.
This begs the question: Is the necessity to monitor productivity as urgent as one might presume?
Reference
Haan, K. (2023, Jun 12). Top remote work statistics and trends. Forbes.
Read the Forbes article
BUILDING TRUST
Why?
How?
Leaders play a special role in transmitting positive emotions to others in the workplace. Three sources of trust are: (1) competency (e.g., proven good work), (2) benevolence (e.g., care, compassion), and (3) integrity (e.g., authenticity, honesty) Ask yourself: "What are my (new) work routines that tap into those sources of trust?" Have you tried the positivity challenge? Try to add at least 10 pops of positivity/day to your workplace.
- Examples: Recognizing an employee's passions, commenting on a employee's good work, sending a funny meme to cheer someone up after a stressful week.
If you are not actively building trust, it is eroding.
Trust relates to important key performance indicators, so it's not just a "nice thing" to have, but a necessary criterion for success. Did you know that remote teams report lower trust than face-to-face teams?
Check out this New York Times article on Google's investigation into its teams.
Get in touch
Center for Faculty DevelopmentSEATTLE UNIVERSITY
Seattle University faculty can request a consultation via our nifty online form. Otherwise, please feel free to contact us - details to the right.
Loyola 216901 12th AvenueSeattle, WA 98122-1090USA
nifty online form.
faculty-development@seattleu.edu
+1 (206) 296-2144
Cite this resource
Hoption, C., & Green, D. A. (2025). How to lead effective hybrid teams [Infographic]. Seattle University Center for Faculty Development. https://www.seattleu.edu/faculty-development/faculty-resources/effective-hybrid-teams
Reflection
The fact that there are advantages (e.g., less commute time, fewer overhead costs) and disadvantages (e.g., distractions, opportunities for community building) to remote work for both individuals and organizations is not surprising.
However, upon examining the benefits that individuals commonly highlight, one notable aspect is often absent: "the ability to disengage from work." This is a significant observation because there is a concern that remote workers' productivity will decline.
This begs the question: Is the necessity to monitor productivity as urgent as one might presume?
The future of the workplace?
Less...
- personalization (e.g., nameplates)
- personal space to accommodate for more people
- desk clutter
- office sites altogether because of an increase in remote work
The office environment is likely to change, reflecting the trend of remote work. Indeed, “hot desking” (employees choose available workspace in lieu of assigned ones) is no longer an interesting trend, but rather, commonplace. According to Nextiva, on a global scale, 48% of businesses already prescribe to hot desking and flexible work configurations are growing. So, what does this mean for today’s physical workspaces? On the right are some predictions.
More...
- demand for routine maintenance
- office chatter as employees encounter new faces
- communal spaces to facilitate teamwork when in the office
- technology to enable hybrid work
While the office space isn’t dead, it is certainly changing. For further reading:
Forbes »
JP Morgan »
LinkedIn »
Selection criteria for remote workers
Most important for selecting remote workers are that they (1) are proactive/self-starters and (2) have self-awareness and self-regulation We should also consider (3) existing team composition and the candidate's value-add, (4) communication skills, and (5) a growth mindset.
Why prioritize self-starters who self-regulate?Successful remote workers embrace autonomy and need to be able to design their own work. Further, as they process their work lives rather independently, it is an asset when they know how to manage their strong emotions (e.g., frustration, excitement) on the job.
BUILDING TRUST
Why?
How?
Leaders play a special role in transmitting positive emotions to others in the workplace. Three sources of trust are: (1) competency (e.g., proven good work), (2) benevolence (e.g., care, compassion), and (3) integrity (e.g., authenticity, honesty) Ask yourself: "What are my (new) work routines that tap into those sources of trust?" Have you tried the positivity challenge? Try to add at least 10 pops of positivity/day to your workplace.
- Examples: Recognizing an employee's passions, commenting on a employee's good work, sending a funny meme to cheer someone up after a stressful week.
If you are not actively building trust, it is eroding.
Trust relates to important key performance indicators, so it's not just a "nice thing" to have, but a necessary criterion for success. Did you know that remote teams report lower trust than face-to-face teams?
Check out this New York Times article on Google's investigation into its teams.
Selection criteria for remote workers
Most important for selecting remote workers are that they (1) are proactive/self-starters and (2) have self-awareness and self-regulation We should also consider (3) existing team composition and the candidate's value-add, (4) communication skills, and (5) a growth mindset.
Why prioritize self-starters who self-regulate?Successful remote workers embrace autonomy and need to be able to design their own work. Further, as they process their work lives rather independently, it is an asset when they know how to manage their strong emotions (e.g., frustration, excitement) on the job.
Looking for tech ideas?
Seattle University provides all colleagues the Microsoft 365 suite. Relevant packages include:
- MS Planner
- MS To Do
- MS OneNote
- MS Teams
- MS Loop
- MS PowerBI
- MS Lists
- MS Viva
Other packages are available, including:
- Smartsheet
- Zoom (whiteboard)
(Caution: Some incur fees!) You can also check out
Download Microsoft 365 via IT Services' intranet site (requires SU login)
IDS's (formerly CDLI) Gadget Finder
Is remote work right for everyone?
Consider whether you are an integrator or a segmentor.For integrators, work and private lives overlap. For segmentors, work and private lives are entirely separate. And of course many people will lie between the two. Some scholarship suggests that integrators will work better remotely than segmentors.
Read more in Forbes magazine
The future of hybrid work
Work falls along two axes: (1) where are you doing the work and (2) whether you are working with others. Therefore, there are four possible modes of working:
Working alone in the same space
Working alone in different spaces
Working together in different spaces
Working together in the same space
More on YouTube
Establish new norms for team cohesion and inclusion
For hybrid teams to succeed, we need to address an in-built bias with two different names. Distancing bias is the tendency to (unconsciously) limit resources and rewards for employees that you see less often (i.e., remote workers). The flip is proximity bias: the tendency to (unconsciously) favor in-person employees. Whichever term you use, the key is to remember that people tend to give preferential treatment to in-person employees. So we need to help reduce those biases to foster more inclusive, cohesive teams.
Here's how you can help build cohesion and inclusion:
- Open each hybrid meeting early to enable informal moments online and in-person.
- Make every meeting virtual, so that even those attending in-person are logged in to the meeting virtually.
- Make sure everyone’s camera is on, so that remote everyone can read facial expressions and feel connected. (Note: you can only have one microphone on per room!)
- Ensure the convenor is sometimes remote to build the sense that all types of participation are valued.
- Adopt "pulse calls" or quick audio calls for remote workers to function more like dropping by someone's office to check in.
How independent is your work?
While two days per week is the most popular trend for remote work these days, the right number for you depends on how interdependent your work is. If you need to collaborate more with others to get work done, you may find you need more than two days on site. At the same time, maybe if you spent more time in the same space as your coworkers, then you'd want to collaborate more? Source: Raver, J. (2023, December 1). Leading Hybrid Teams [Workshop]. Queen's University, Kingston, Canada.
Is remote work right for everyone?
Consider whether you are an integrator or a segmentor.For integrators, work and private lives overlap. For segmentors, work and private lives are entirely separate. And of course many people will lie between the two. Some scholarship suggests that integrators will work better remotely than segmentors.
Read more in Forbes magazine
Establish new norms for team cohesion and inclusion
For hybrid teams to succeed, we need to address an in-built bias with two different names. Distancing bias is the tendency to (unconsciously) limit resources and rewards for employees that you see less often (i.e., remote workers). The flip is proximity bias: the tendency to (unconsciously) favor in-person employees. Whichever term you use, the key is to remember that people tend to give preferential treatment to in-person employees. So we need to help reduce those biases to foster more inclusive, cohesive teams.
Here's how you can help build cohesion and inclusion:
- Open each hybrid meeting early to enable informal moments online and in-person.
- Make every meeting virtual, so that even those attending in-person are logged in to the meeting virtually.
- Make sure everyone’s camera is on, so that everyone can read facial expressions and feel connected. (Note: you can only have one microphone on per room!)
- Ensure the convenor is sometimes remote to build the sense that all types of participation are valued.
- Adopt "pulse calls" or quick audio calls for remote workers to function more like dropping by someone's office to check in.
Reflection
The fact that there are advantages (e.g., less commute time, fewer overhead costs) and disadvantages (e.g., distractions, opportunities for community building) to remote work for both individuals and organizations is not surprising.
However, upon examining the benefits that individuals commonly highlight, one notable aspect is often absent: "the ability to disengage from work." This is a significant observation because there is a concern that remote workers' productivity will decline.
This begs the question: Is the necessity to monitor productivity as urgent as one might presume?
The future of hybrid work
Work falls along two axes: (1) where are you doing the work and (2) whether you are working with others. Therefore, there are four possible modes of working:
Working alone in the same space
Working alone in different spaces
Working together in different spaces
Working together in the same space
More on YouTube
The future of hybrid work
Work falls along two axes: (1) where are you doing the work and (2) whether you are working with others. Therefore, there are four possible modes of working:
Working alone in the same space
Working alone in different spaces
Working together in different spaces
Working together in the same space
More on YouTube
Looking for tech ideas?
Seattle University provides all colleagues the Microsoft 365 suite. Relevant packages include:
- MS Planner
- MS To Do
- MS OneNote
- MS Teams
- MS Loop
- MS PowerBI
- MS Lists
- MS Viva
Other packages are available, including:
- Smartsheet
- Zoom (whiteboard)
(Caution: Some incur fees!) You can also check out
Download Microsoft 365 via IT Services' intranet site (requires SU login)
CDLI's Gadget Finder
Get in touch
Center for Faculty DevelopmentSEATTLE UNIVERSITY
Seattle University faculty can request a consultation via our nifty online form. Otherwise, please feel free to contact us - details to the right.
Loyola 216901 12th AvenueSeattle, WA 98122-1090USA
nifty online form.
faculty-development@seattleu.edu
+1 (206) 296-2144
Cite this resource
Hoption, C., & Green, D. A. (2025). How to lead effective hybrid teams [Infographic]. Seattle University Center for Faculty Development. https://www.seattleu.edu/faculty-development/faculty-resources/effective-hybrid-teams
Get in touch
Center for Faculty DevelopmentSEATTLE UNIVERSITY
Seattle University faculty can request a consultation via our nifty online form. Otherwise, please feel free to contact us - details to the right.
Loyola 216901 12th AvenueSeattle, WA 98122-1090USA
nifty online form.
faculty-development@seattleu.edu
+1 (206) 296-2144
Cite this resource
Hoption, C., & Green, D. A. (2025). How to lead effective hybrid teams [Infographic]. Seattle University Center for Faculty Development. https://www.seattleu.edu/faculty-development/faculty-resources/effective-hybrid-teams
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Transcript
HOW TO LEAD hybrid teams EffectiveLY
suggested practices
currently
98%
Build trust
Reflect on the pros and cons
Remote = less trust
want to work remotely
for you
The fundamentals
WHY & HOW
GO DEEPER
SOURCE
Select the right people
Establish new norms
days/week remote
modes of working
orienta-tions to life/work balance
for remote working
are most common
HOWEVER...
CRITERIA
HERE'S HOW
INFO
INFO
Use tech to boost success
Contact us
and cite this resource
Many tools are available!
Future of the workplace?
INFO
TRY THESE
EXPLORE
Reference
Haan, K. (2023, Jun 12). Top remote work statistics and trends. Forbes.
Read the Forbes article
The future of the workplace?
Less...
The office environment is likely to change, reflecting the trend of remote work. Indeed, “hot desking” (employees choose available workspace in lieu of assigned ones) is no longer an interesting trend, but rather, commonplace. According to Nextiva, on a global scale, 48% of businesses already prescribe to hot desking and flexible work configurations are growing. So, what does this mean for today’s physical workspaces? On the right are some predictions.
More...
- demand for routine maintenance
- office chatter as employees encounter new faces
- communal spaces to facilitate teamwork when in the office
- technology to enable hybrid work
While the office space isn’t dead, it is certainly changing. For further reading:Forbes »
JP Morgan »
LinkedIn »
How independent is your work?
While two days per week is the most popular trend for remote work these days, the right number for you depends on how interdependent your work is. If you need to collaborate more with others to get work done, you may find you need more than two days on site. At the same time, maybe if you spent more time in the same space as your coworkers, then you'd want to collaborate more? Source: Raver, J. (2023, December 1). Leading Hybrid Teams [Workshop]. Queen's University, Kingston, Canada.
Looking for tech ideas?
Seattle University provides all colleagues the Microsoft 365 suite. Relevant packages include:
Other packages are available, including:
- Veeva Engage (Yammer)
- Viva
- AirTable
- Miro
- Smartsheet
(Caution: Some incur fees!)Download Microsoft 365 via IT Services' intranet site (requires SU login)
Selection criteria for remote workers
Most important for selecting remote workers are that they (1) are proactive/self-starters and (2) have self-awareness and self-regulation We should also consider (3) existing team composition and the candidate's value-add, (4) communication skills, and (5) a growth mindset.
Why prioritize self-starters who self-regulate?Successful remote workers embrace autonomy and need to be able to design their own work. Further, as they process their work lives rather independently, it is an asset when they know how to manage their strong emotions (e.g., frustration, excitement) on the job.
Establish new norms for team cohesion and inclusion
For hybrid teams to succeed, we need to address an in-built bias with two different names. Distancing bias is the tendency to (unconsciously) limit resources and rewards for employees that you see less often (i.e., remote workers). The flip is proximity bias: the tendency to (unconsciously) favor in-person employees. Whichever term you use, the key is to remember that people tend to give preferential treatment to in-person employees. So we need to help reduce those biases to foster more inclusive, cohesive teams.
Here's how you can help build cohesion and inclusion:
BUILDING TRUST
Why?
How?
Leaders play a special role in transmitting positive emotions to others in the workplace. Three sources of trust are: (1) competency (e.g., proven good work), (2) benevolence (e.g., care, compassion), and (3) integrity (e.g., authenticity, honesty) Ask yourself: "What are my (new) work routines that tap into those sources of trust?" Have you tried the positivity challenge? Try to add at least 10 pops of positivity/day to your workplace.
If you are not actively building trust, it is eroding.
Trust relates to important key performance indicators, so it's not just a "nice thing" to have, but a necessary criterion for success. Did you know that remote teams report lower trust than face-to-face teams?
Check out this New York Times article on Google's investigation into its teams.
The future of the workplace?
Less...
The office environment is likely to change, reflecting the trend of remote work. Indeed, “hot desking” (employees choose available workspace in lieu of assigned ones) is no longer an interesting trend, but rather, commonplace. According to Nextiva, on a global scale, 48% of businesses already prescribe to hot desking and flexible work configurations are growing. So, what does this mean for today’s physical workspaces? On the right are some predictions.
More...
- demand for routine maintenance
- office chatter as employees encounter new faces
- communal spaces to facilitate teamwork when in the office
- technology to enable hybrid work
While the office space isn’t dead, it is certainly changing. For further reading:Forbes »
JP Morgan »
LinkedIn »
How independent is your work?
While two days per week is the most popular trend for remote work these days, the right number for you depends on how interdependent your work is. If you need to collaborate more with others to get work done, you may find you need more than two days on site. At the same time, maybe if you spent more time in the same space as your coworkers, then you'd want to collaborate more? Source: Raver, J. (2023, December 1). Leading Hybrid Teams [Workshop]. Queen's University, Kingston, Canada.
Is remote work right for everyone?
Consider whether you are an integrator or a segmentor.For integrators, work and private lives overlap. For segmentors, work and private lives are entirely separate. And of course many people will lie between the two. Some scholarship suggests that integrators will work better remotely than segmentors.
Read more in Forbes magazine
Reference
Haan, K. (2023, Jun 12). Top remote work statistics and trends. Forbes.
Read the Forbes article
Reflection
The fact that there are advantages (e.g., less commute time, fewer overhead costs) and disadvantages (e.g., distractions, opportunities for community building) to remote work for both individuals and organizations is not surprising. However, upon examining the benefits that individuals commonly highlight, one notable aspect is often absent: "the ability to disengage from work." This is a significant observation because there is a concern that remote workers' productivity will decline. This begs the question: Is the necessity to monitor productivity as urgent as one might presume?
Reference
Haan, K. (2023, Jun 12). Top remote work statistics and trends. Forbes.
Read the Forbes article
BUILDING TRUST
Why?
How?
Leaders play a special role in transmitting positive emotions to others in the workplace. Three sources of trust are: (1) competency (e.g., proven good work), (2) benevolence (e.g., care, compassion), and (3) integrity (e.g., authenticity, honesty) Ask yourself: "What are my (new) work routines that tap into those sources of trust?" Have you tried the positivity challenge? Try to add at least 10 pops of positivity/day to your workplace.
If you are not actively building trust, it is eroding.
Trust relates to important key performance indicators, so it's not just a "nice thing" to have, but a necessary criterion for success. Did you know that remote teams report lower trust than face-to-face teams?
Check out this New York Times article on Google's investigation into its teams.
Get in touch
Center for Faculty DevelopmentSEATTLE UNIVERSITY
Seattle University faculty can request a consultation via our nifty online form. Otherwise, please feel free to contact us - details to the right.
Loyola 216901 12th AvenueSeattle, WA 98122-1090USA
nifty online form.
faculty-development@seattleu.edu
+1 (206) 296-2144
Cite this resource
Hoption, C., & Green, D. A. (2025). How to lead effective hybrid teams [Infographic]. Seattle University Center for Faculty Development. https://www.seattleu.edu/faculty-development/faculty-resources/effective-hybrid-teams
Reflection
The fact that there are advantages (e.g., less commute time, fewer overhead costs) and disadvantages (e.g., distractions, opportunities for community building) to remote work for both individuals and organizations is not surprising. However, upon examining the benefits that individuals commonly highlight, one notable aspect is often absent: "the ability to disengage from work." This is a significant observation because there is a concern that remote workers' productivity will decline. This begs the question: Is the necessity to monitor productivity as urgent as one might presume?
The future of the workplace?
Less...
The office environment is likely to change, reflecting the trend of remote work. Indeed, “hot desking” (employees choose available workspace in lieu of assigned ones) is no longer an interesting trend, but rather, commonplace. According to Nextiva, on a global scale, 48% of businesses already prescribe to hot desking and flexible work configurations are growing. So, what does this mean for today’s physical workspaces? On the right are some predictions.
More...
- demand for routine maintenance
- office chatter as employees encounter new faces
- communal spaces to facilitate teamwork when in the office
- technology to enable hybrid work
While the office space isn’t dead, it is certainly changing. For further reading:Forbes »
JP Morgan »
LinkedIn »
Selection criteria for remote workers
Most important for selecting remote workers are that they (1) are proactive/self-starters and (2) have self-awareness and self-regulation We should also consider (3) existing team composition and the candidate's value-add, (4) communication skills, and (5) a growth mindset.
Why prioritize self-starters who self-regulate?Successful remote workers embrace autonomy and need to be able to design their own work. Further, as they process their work lives rather independently, it is an asset when they know how to manage their strong emotions (e.g., frustration, excitement) on the job.
BUILDING TRUST
Why?
How?
Leaders play a special role in transmitting positive emotions to others in the workplace. Three sources of trust are: (1) competency (e.g., proven good work), (2) benevolence (e.g., care, compassion), and (3) integrity (e.g., authenticity, honesty) Ask yourself: "What are my (new) work routines that tap into those sources of trust?" Have you tried the positivity challenge? Try to add at least 10 pops of positivity/day to your workplace.
If you are not actively building trust, it is eroding.
Trust relates to important key performance indicators, so it's not just a "nice thing" to have, but a necessary criterion for success. Did you know that remote teams report lower trust than face-to-face teams?
Check out this New York Times article on Google's investigation into its teams.
Selection criteria for remote workers
Most important for selecting remote workers are that they (1) are proactive/self-starters and (2) have self-awareness and self-regulation We should also consider (3) existing team composition and the candidate's value-add, (4) communication skills, and (5) a growth mindset.
Why prioritize self-starters who self-regulate?Successful remote workers embrace autonomy and need to be able to design their own work. Further, as they process their work lives rather independently, it is an asset when they know how to manage their strong emotions (e.g., frustration, excitement) on the job.
Looking for tech ideas?
Seattle University provides all colleagues the Microsoft 365 suite. Relevant packages include:
Other packages are available, including:
- Smartsheet
- Zoom (whiteboard)
(Caution: Some incur fees!) You can also check outDownload Microsoft 365 via IT Services' intranet site (requires SU login)
IDS's (formerly CDLI) Gadget Finder
Is remote work right for everyone?
Consider whether you are an integrator or a segmentor.For integrators, work and private lives overlap. For segmentors, work and private lives are entirely separate. And of course many people will lie between the two. Some scholarship suggests that integrators will work better remotely than segmentors.
Read more in Forbes magazine
The future of hybrid work
Work falls along two axes: (1) where are you doing the work and (2) whether you are working with others. Therefore, there are four possible modes of working:
Working alone in the same space
Working alone in different spaces
Working together in different spaces
Working together in the same space
More on YouTube
Establish new norms for team cohesion and inclusion
For hybrid teams to succeed, we need to address an in-built bias with two different names. Distancing bias is the tendency to (unconsciously) limit resources and rewards for employees that you see less often (i.e., remote workers). The flip is proximity bias: the tendency to (unconsciously) favor in-person employees. Whichever term you use, the key is to remember that people tend to give preferential treatment to in-person employees. So we need to help reduce those biases to foster more inclusive, cohesive teams.
Here's how you can help build cohesion and inclusion:
How independent is your work?
While two days per week is the most popular trend for remote work these days, the right number for you depends on how interdependent your work is. If you need to collaborate more with others to get work done, you may find you need more than two days on site. At the same time, maybe if you spent more time in the same space as your coworkers, then you'd want to collaborate more? Source: Raver, J. (2023, December 1). Leading Hybrid Teams [Workshop]. Queen's University, Kingston, Canada.
Is remote work right for everyone?
Consider whether you are an integrator or a segmentor.For integrators, work and private lives overlap. For segmentors, work and private lives are entirely separate. And of course many people will lie between the two. Some scholarship suggests that integrators will work better remotely than segmentors.
Read more in Forbes magazine
Establish new norms for team cohesion and inclusion
For hybrid teams to succeed, we need to address an in-built bias with two different names. Distancing bias is the tendency to (unconsciously) limit resources and rewards for employees that you see less often (i.e., remote workers). The flip is proximity bias: the tendency to (unconsciously) favor in-person employees. Whichever term you use, the key is to remember that people tend to give preferential treatment to in-person employees. So we need to help reduce those biases to foster more inclusive, cohesive teams.
Here's how you can help build cohesion and inclusion:
Reflection
The fact that there are advantages (e.g., less commute time, fewer overhead costs) and disadvantages (e.g., distractions, opportunities for community building) to remote work for both individuals and organizations is not surprising. However, upon examining the benefits that individuals commonly highlight, one notable aspect is often absent: "the ability to disengage from work." This is a significant observation because there is a concern that remote workers' productivity will decline. This begs the question: Is the necessity to monitor productivity as urgent as one might presume?
The future of hybrid work
Work falls along two axes: (1) where are you doing the work and (2) whether you are working with others. Therefore, there are four possible modes of working:
Working alone in the same space
Working alone in different spaces
Working together in different spaces
Working together in the same space
More on YouTube
The future of hybrid work
Work falls along two axes: (1) where are you doing the work and (2) whether you are working with others. Therefore, there are four possible modes of working:
Working alone in the same space
Working alone in different spaces
Working together in different spaces
Working together in the same space
More on YouTube
Looking for tech ideas?
Seattle University provides all colleagues the Microsoft 365 suite. Relevant packages include:
Other packages are available, including:
- Smartsheet
- Zoom (whiteboard)
(Caution: Some incur fees!) You can also check outDownload Microsoft 365 via IT Services' intranet site (requires SU login)
CDLI's Gadget Finder
Get in touch
Center for Faculty DevelopmentSEATTLE UNIVERSITY
Seattle University faculty can request a consultation via our nifty online form. Otherwise, please feel free to contact us - details to the right.
Loyola 216901 12th AvenueSeattle, WA 98122-1090USA
nifty online form.
faculty-development@seattleu.edu
+1 (206) 296-2144
Cite this resource
Hoption, C., & Green, D. A. (2025). How to lead effective hybrid teams [Infographic]. Seattle University Center for Faculty Development. https://www.seattleu.edu/faculty-development/faculty-resources/effective-hybrid-teams
Get in touch
Center for Faculty DevelopmentSEATTLE UNIVERSITY
Seattle University faculty can request a consultation via our nifty online form. Otherwise, please feel free to contact us - details to the right.
Loyola 216901 12th AvenueSeattle, WA 98122-1090USA
nifty online form.
faculty-development@seattleu.edu
+1 (206) 296-2144
Cite this resource
Hoption, C., & Green, D. A. (2025). How to lead effective hybrid teams [Infographic]. Seattle University Center for Faculty Development. https://www.seattleu.edu/faculty-development/faculty-resources/effective-hybrid-teams