Leading hybrid teams has become a core competency for today’s leaders, but it’s not without real challenges. Below are five of the biggest concerns I see (and that research supports), along with their implications and tips for navigating them.
1. Maintain Connection, Culture, and Cohesion
When your people aren’t always in the same place, the informal interactions - hallway chats, coffee breaks, impromptu brainstorming, can fade away. That undermines social capital, trust, and culture.
Harvard’s “Bridging the Distance” report warns that building collaboration and social capital in hybrid workplaces remains a top concern for leaders and executives. Likewise, that culture doesn’t just “happen”. It has to be intentionally nurtured across distance.
Tips
- Create rituals (e.g. weekly “virtual coffee,” on site days, team reflections) that reinforce values.
- Be intentional about small social touches (acknowledgments, shout outs, non-work check ins).
- If you’re calling people into the office who usually work well elsewhere, make sure you’re making the most of their time. Dragging them in only to have them isolate themselves in cubicles defeats the main purpose of bringing them in.
- Rotate who is in-person vs. remote during meetings so no one group is always “on the fringes.”
2. Ensure Communication Clarity & Equity
Variable access to information is more likely when some members are remote and others in-office. Remote workers can easily miss side conversations or nonverbal cues. Harvard’s report found nearly 30% of hybrid/remote workers feel their tools and collaboration technology are insufficient for doing their best work.
The MIT Sloan “CAARE” framework (Configuration, Autonomy, Alignment, Relationships, Equity) also points out that the “relationships” and “equity” components of hybrid work are essential to keep everyone aligned.
Tips
- Establish clear communication norms (e.g. always use a shared channel, “camera on unless there’s a compelling reason,” recap major decisions in writing). AI tolls in Zoom and Teams are helpful for this.
- Use tools that support synchronous and asynchronous work, and train people on them. (Radical thought, right?)
- Make “who was left out” a regular check question after meetings.
3. Be on the Lookout for Proximity Bias and Perceived Inequity
One of the persistent risks in hybrid teams is proximity bias - favoring those in the office. Leaders may unintentionally give more visibility, opportunities, or face time to in office people. Such bias can erode trust and create resentment. Harvard’s guidance warns that interpersonal conflict and imbalance may rise without care.
Tips
- Base recognition, promotions, and assignments on outcomes and impact - not presence.
- Rotate meeting roles (facilitator, timekeeper) so remote folks share visibility.
- Be transparent about how decisions are made and who’s being considered.
4. Maintain Accountability, Autonomy & Alignment
Leaders often worry: how do I hold people accountable when I can’t see them? The balance between autonomy and alignment becomes more delicate. Research at MIT, Warton and other business schools suggest hybrid leaders need to strike alignment (shared goals) alongside autonomy (flexibility). If goals, expectations, or metrics are vague, teams flounder. In hybrid models, configuration and structure matter more than ever.
Tips
- The team should create clear, measurable objectives and success metrics.
- Use regular, scheduled check-ins focused on outcomes, not micromanagement.
- Adopt transparent dashboards or tools so progress is visible (without the feeling of being spied upon).
5. Monitor Well being, Burnout & Belonging
Distance can exacerbate stress, isolation, and boundary blur. Some people find it harder to “turn off” when at home, and may feel less connected or supported. Forbes notes that leaders must lean into the human side of hybrid work - focus on culture, engagement, and well being. If you’re not vigilant, isolation or “out of sight, out of mind” may creep in for remote colleagues.
Tips
- Regularly ask subjective “pulse” questions (e.g. “How are you really doing?”).
- Model boundary practices yourself (e.g. off hours, time off, breaks).
- Promote psychological safety so people feel comfortable speaking up. (Harvard Business Impact)
Of course, the easiest way to make hybrid work successful in your team or organization is to be intentional about it. How your team functions should be tied to strategy and business outcomes, not just making the CEO feel better that people are at their desks.
