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The Changing Dynamics of Trust

Hybrid working has been a topic of much discussion and debate since the COVID-19 pandemic forced many organisations to adopt remote work policies. It is important to reflect on the lessons learned over the past few years and look forward to what the future holds for our businesses and our people. And that formed the theme for the latest CultureScope club event on the 20th March, which was attended by a variety of global businesses all grappling with this same challenge of building trust and maximising performance in the new world of work.

One key takeaway from the conversation is that organisations are dispersed along a continuum of ways of working, from fully remote to office-based. This dispersion has a significant impact on the ways in which we build and maintain trust. Line managers, in particular, have a key responsibility in this area and are often looked to as a weathervane for the attitudes of the wider organisation.

It is important to note that there is no single “right answer” when it comes to culture. Every organisation needs to settle on a way of working that is right for them. However, the way we implement culture is crucial. Trust, as demonstrated through looking at the issue of where people work, will become a key differentiator for employment in the future.

Hybrid working is not without its challenges. According to Jo Owen, researcher and best-selling author on remote working, leading a hybrid team can be hard, but that’s good news because it will force leaders to upskill. Hybrid working will also force leaders to change their game, reskill, and move away from command and control to trust, influence, and persuasion.  Trust is becoming more important than ever. Team leaders need to trust that their teams are working productively when they are out of sight at home. Top leaders need to trust their team leaders to make the right decisions about when the team should be in the office: a top down diktat fails because one size does not fit all, and it shows no trust in team leaders to decide what works for them.

However, despite the growing awareness and acceptance of the benefits of hybrid working, many businesses are merely coping with the new reality rather than fully embracing it. To thrive in the new world of work, businesses need to adopt a strategic approach that maximizes the benefits of hybrid working while mitigating its challenges.

One way to support this is by using data-driven tools like CultureScope to gain insights into organisational culture and identify areas that need improvement. By leveraging such tools, businesses can make informed decisions about how to implement hybrid working effectively, build and maintain trust among team members, and support their employees in adapting to the new way of working.

And so, in summary, 2023 promises to be another year of change and adaptation. Organisations will need to continue to navigate the challenges of hybrid working, but with the right mindset and approach, these challenges can be overcome. By focusing on trust, upskilling, and reskilling, leaders can help their organisations thrive in the new world of work.

How are you measuring trust and the impact of hybrid working on culture? Let us know your thoughts and share your experiences by leaving a comment; and if you are a leader keen on participating in our next ‘CultureScopeClub’ forum, do get in touch with us.

Finally, if you want to hear more about CultureScope and how it is has been used to enable organisations to make their desired culture a reality, then reach out and we can schedule some time for a quick conversation.

About CultureScope

CultureScope, powered by iPsychTec, is a ground-breaking and scientifically validated approach to behavioural and cultural measurement. It is based on the largest ever behavioural research study over a 7-year period, with over 51,000 participants in 61 countries across 60 organisations and supported by 3 leading business schools. It quantifies the culture of an organisation using revolutionary diagnostics, by assessing individual and organisational behaviours (how do I behave and what do I observe around me) and linking these with organisations’ outcomes to provide advanced predictive analytics, actionable business insights, and a road map to enable organisations to understand, change, and embed their desired organisational culture.

Hani Nabeel

Hani Nabeel is the Chief Behavioural Scientist at iPsychTec, a world leading People Analytics and Behavioural Science company. Hani has over 20 years’ experience in delivering Leadership & Talent Management Consulting services and quantitative behavioural research. He is the architect and founder of the award winning and ground-breaking CultureScope behavioural analytics platform for scientifically measuring and embedding organisation’s desired culture using predictive analytics and actionable insights.