Hybrid Leadership for Hybrid Learners

By Joey Sammut

Hey Hornets!

As we gear up for the 2021–22 school year to officially start next week, we have to first acknowledge that things still feel…weird. We’re coming back to campus…or are we? I’m an in-person student…with mostly online classes? It feels like we are going to live two lives for the year — one in person, and one in front of a computer. And while that might be best for our collective health and safety, it is going to challenge the way we act as leaders for the year.

In a physical setting (where you attend classes in person, eat meals on campus, and attend events and co-curricular opportunities with others), there are a lot of different ways to be an effective and successful leader. But how do those ways work (or more importantly, not work) in a space where some community members are physically here, and some are not? How do you find and cultivate a leadership style that will need to change on any given day?

This is where the idea of hybrid leadership comes into play. While this term has been around in some form for the last 10 years or so, the definition has changed in light of the COVID-19 pandemic. Hybrid leadership used to be more about you as a person getting to pick and choose different parts of a leadership model and mashing them together to create your own distinct style — kind of like a leadership buffet or a leadership salad bar. With the advent of remote learning and the thought that this may be the new normal, hybrid leadership has been rebooted to more focus on how to engage with people who are in the same physical space or are remote at similar levels to bring about effective change.

So, with that definition in mind, what skills do you need to be an effective hybrid leader? It’s not as different from other styles as the above paragraph might have you believe. It requires adaptability to the current situation; foresight for anticipating what you might need to do next; and empathy for meeting people where they are at (and what their needs are in the current moment). As a leader in a hybrid environment, you’ve got to be constantly thinking on your feet, making the most of your current situation, and supporting your people as best you can. And all that has to change when individuals and the group change from in-person to remote (and back again).

Let’s see some tips below for how your tactics and style might change from in-person to remote.

When you’re in person: your primary focus should be on forming and sustaining a team through relationship building and group norms.

Never put the physical health and safety of others in jeopardy. Make sure you are communicating and following all procedures and policies related to COVID-19 (including but not limited to social distancing, masks, vaccines, cleanliness, and attendance reporting).

Plan in-person time to use for your most critical processes. Your time together is precious, so make sure you use it for the specific items that would really need in-person time. These include things like networking, brainstorming/idea generation, and making large group decisions. Getting to see and hear people (and witness most of their nonverbal communication) in these areas will be helpful for when you are not in the same physical space later on.

Build in time for social networking and building of relationships. We can no longer take for granted the idea that everyone will see each other. Make time to check in with others, see how people are doing, and give space for getting to know one another.

When you’re remote: It’s time to flip your leadership style! Focus on enabling people to get tasks done and giving them proper information.

Make sure everyone has access to the tools and resources they need. Information should be easily accessible and found by all members, not just those who are physically together. Resend links to common drives or documents to make sure everyone can access.

Establish standards for engagement. Make sure those who are remote still can ask questions, provide feedback, and challenge appropriately. It’s up to you to figure this out beforehand (if not, your remote participants may not speak up at all).

Acknowledge the awkwardness. We’ve gotten so used to Zoom over the past year and a half — or have we? The system of trying to be remote together is still so awkward. Don’t be afraid to own that! This will help you effectively lead instead of trying to communicate around technology.

When you’re hybrid (a combination of both): It’s time to do both — you need a dual focus on people and process.

Become a tech guru. Dr. Jenae Cohn recommends that you practice whatever conference system you plan on using (troubleshoot and also learn about its capabilities). When tech goes wrong (as we know it will), have patience and don’t fret!

Repeat what was said, discussed, or concluded. Effective communication is key here, so follow the advice of Dr. Jenae Cohn: ask participants to state their names before speaking; explain at the start of meetings how you’ll include everyone; and summarize everything.

Delegate effectively. Delegation has always been a key part of leadership, but it is especially important when you’ve got some people that are in person and some that are remote. When assigning tasks, take into account not just people’s roles and skillsets but also their current and future physical presence.

Make plans that can be adaptable for people’s presence. You may have some people that are remote, then in-person, then remote again. Make sure your leadership plans are providing some flexibility for individuals and their needs during this hectic time.

In general, living a hybrid school life is going to come with challenges and opportunities. It’s up to you as a leader to flex your style, listen to the needs of others, and rise to the occasion to lead your group to success!