Connect with us

People & Lifestyle

Embracing Hybrid Work Structure III

Published

on

Dr. Abiola Salami

Since the beginning of February, we have examined closely, what the Hybrid Work Structure entails in which we explored (A) The impact of hybrid work structure on driving peak performance by considering both sides of the argument; we also brought insights to bear on and (B) The Pitfalls of Hybrid Working Structure and How To Avoid Them. This week which marks the third in this series, we shall be discussing how you can Effectively Lead Hybrid Teams.

How To Effectively Lead Hybrid Teams 

According to a report by the Guardian, HSBC, one of the largest banking and financial services institutions in the world emerged as a pioneer in hybrid work models, recently winning the inaugural “Hybrid Working Award” at the 2023 Personnel Today Awards. The bank was specifically recognized for its “superbly structured and sustainable approach” that emphasizes digital innovation, inclusion, and meeting generational needs. 

In 2021, HSBC had previously launched a “Flexible First” policy enabling over 200,000 employees globally to work hybrid and remotely. This has enabled them to target reducing office space by 40%, including exiting their Canary Wharf London headquarters. 

Investments in collaboration technology have supported this shift and so far, the hybrid model has yielded positive results such as higher engagement and steady productivity. 

Advertisement

By providing flexibility and autonomy over when and where employees work, while still prioritizing inclusion, HSBC has set a progressive example of how teams and organizations can create modern, agile policies. Their reduction of corporate real estate also demonstrates the cost efficiencies enabled by hybrid models. 

For an organization to leverage leadership in accomplishing its vision, it requires effective leaders who can create a roadmap and execute its plans. Knowing how to use leadership as an effective tool can help a team understand its strengths and weaknesses to successfully achieve its objectives. 

Effective leadership is no doubt pivotal to creating a harmonious, high-performing environment via enhanced communication and transparency, to enable the free exchange of ideas among team members. It also fuels employee engagement, motivating individuals to go above and beyond in their roles, leading to a higher level of peak performance and innovation. 

At Amazon, employees are now required to be in the office at least three days a week. In a company blog post addressing staff, CEO Andy Jassy says the decision to transition to a predominantly in-person hybrid work model was made to help strengthen company culture:
“It’s easier to learn, model, practice, and strengthen our culture when we’re in the office together most of the time and surrounded by our colleagues… When you’re in-person, people tend to be more engaged, observant, and attuned to what’s happening in the meetings and the cultural clues being communicated.” 

Amazon adopted the company-wide policy after observing various models across the company, ranging from full-time remote workers to fully in-person teams. The goal? To achieve an employee experience that ultimately benefits the customer through continuous, collaborative innovation. 

Advertisement

Like Amazon, the Washington Post reported that Zoom executives decided to have its remote employees return to the office in 2023. While the company’s structured hybrid policy is focused on bringing people back into the office, it still offers plenty of flexibility. Team members who live within 50 miles of an office — about 35% of employees — are required to be on-site two days a week where they get to discuss issues with managers on a case-by-case basis and are encouraged first and foremost to help promote collaboration and a sense of culture. 

The Ford Foundation is another example of an innovative company taking a structured but flexible approach to the hybrid work structure. The nonprofit describes its hybrid work model as one designed to balance health, safety, and employee wellbeing while also optimizing team collaboration and a sense of community. 

According to their hybrid work policy, Tuesdays and Wednesdays are designated as onsite days for all staff, and employees can choose their third onsite day. But the policies don’t end there — there are also designated work hours for uninterrupted focus time. Fridays are “light meeting” days, regardless of where people are working. And three times a year, the Ford Foundation has what it calls “remote quiet weeks” when everyone works from home and non-critical meetings are suspended. 

Henry Ford in one of his many quotes said, ‘Coming together is a beginning. Keeping together is progress and working together is a success. What this means, is that effective teamwork is more than the sum of individual efforts; rather, it is the synergy that propels a team towards greatness 

To effectively lead a hybrid team, here are a few points to note: 

Advertisement
  1. Set Clear Expectations

Set expectations and make accountability clear to all staff in hybrid teams so that both home and office-based employees can work together productively and know who is doing what. As part of this, you might run daily or weekly virtual meetings with your entire team to start each day or week on the right foot. Communicate workflows and key deadlines, then share progress regularly to maintain momentum. 

2. Share Work Schedules & Calendars

With team members based in different physical locations, sharing work schedules and creating a shared group calendar where employees can indicate where they’ll be working each day will help to make sure everyone knows and understands where each team member will be working. 

3. Use Reminders

Create reminders or visual cues to include those who are not in the office to ensure everyone is receiving the same information at the same time regardless of location. One of the significant challenges in hybrid teams is ensuring that remote team members feel included and engaged. Encourage a culture of inclusivity by actively involving remote members in meetings, discussions, and decision-making processes. Consider rotating meeting times to accommodate different time zones and provide opportunities for everyone to contribute. 

4. Invest in Continuous Professional Development

Advertisement

Invest in the professional growth of your team members by providing opportunities for continuous learning. Offer peer mentoring, virtual workshops, or webinars that are accessible to both remote and in-office employees while also encouraging team members to share their newly acquired knowledge and skills with the rest of the team. 

5. Ask for team input into flexibility. 

Hybrid teams thrive on flexibility. Recognize that different team members may have unique work preferences and requirements. Consider implementing flexible work schedules or offering remote work options on specific days. By accommodating individual needs, you create an environment that supports work-life balance and enhances employee satisfaction. 

6. Conduct Periodic Team Assessment 

Regularly assess the effectiveness of your team-building efforts and make adjustments as necessary. Seek feedback from team members to understand their experiences and challenges. This feedback will provide valuable insights into areas that require improvement and help refine your team-building strategies over time. 

Advertisement

As a leader, it’s crucial to lead by example and embody the values you wish to see in your team. Demonstrate open communication, respect for diverse perspectives, and a commitment to collaboration. When your team members witness your dedication to the hybrid model and its associated principles, they are more likely to follow suit. 

To further position your leaders for peak performance, you can download a free copy of the latest edition of The Peak Performer Magazine at www.thepeakperformer.africa You can also enroll your Mid-level  Leadership Team for the Made4More Accelerator Program https://abiolachamp.com/m4m-accelerator and your Senior Leadership Team for the Dr. Abiola Salami International Leadership Bootcamp MOMBASA 2024 https://abiolachamp.com/international-bootcamp/ We also have an upcoming training for leaders in public service www.abiolachamp.com/depips/

About Dr. Abiola Salami

Dr. Abiola Salami is the Convener of Dr Abiola Salami International Leadership Bootcamp and The Peak PerformerTM. He is the Principal Performance Strategist at CHAMP – a full scale professional services firm trusted by high performing business leaders for providing Executive Coaching, Workforce Development & Advisory Services to improve performance. You can reach his team on [email protected] and connect with him @abiolachamp on all social media platforms.

Advertisement
Advertisement
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

People & Lifestyle

AfDBAM2024: Climate Action Window launches second call for mitigation project proposals in 37 low-income African countries

Published

on

The African Development Fund has launched the second call for proposals through its  Climate Action Window (CAW) on the sidelines of the 59th Annual Meetings of the Board of Governors of the African Development Bank Group currently underway in Nairobi.

The window was created during the 16th replenishment of the African Development Fund (ADF-16) to support 37 low-income and vulnerable African countries in accelerating and scaling up access to climate finance for actions addressing the impacts and shocks of climate change.

Speaking on Monday 27 May during a special session of donors to the CAW, African Development Bank Vice-President for Vice President for Power, Energy, Climate and Green Growth Kevin Kariuki said the second call would focus on climate mitigation projects aimed at reducing or avoiding greenhouse gas emissions. The goal is to promote approaches that support achieving net-zero emissions.

Kariuki spoke of the effects of climate change across the continent – floods in Kenya and Tanzania earlier this month, cyclone Freddy’s devastating impact in South Africa last year and current droughts in the southern Africa region.

Africa’s massive climate financing needs – currently standing at around $277 billion – can only be met with innovative tools. These include guarantee mechanisms, issuance of sustainable hybrid bonds, and the Bank’s Climate Action Window, which seeks to mobilize $4 billion during the current ADF-16 cycle, Kariuki added.

Advertisement

He announced the Board of Governors approval of $13.3 million from its net income for the Climate Action Window.

Kariuki also thanked the founding donor countries – Netherlands, Germany, Switzerland and the United Kingdom – for “believing in our dream” on behalf of ADF countries.

The first call for proposals for the CAW saw 359 eligible projects worth $4 billion dollars highlighting the extent of the adaptation needs, Kariuki said. The projects cover all ADF countries through 31 national and 10 multinational projects.

African Development Bank Group Director Anthony Nyong said the projects – “the largest pipeline of adaptation projects on the continent” spanned various sectors, including agriculture, water security, early warning and climate information systems, green finance, and resilient infrastructure.

The Bank has made a commitment to allocate at least 40 percent of its annual investments amounting to $25 billion to climate finance during the period 2020-25 and is on target to meet this if current lending continues. In 2023 it committed $5.85 billion in 2023 as climate finance, Kariuki said. The Bank’s “triple A” of climate finance – availability, access and affordability, would guide the Bank’s efforts.

Advertisement

The ADF opened the CAW to support the climate financing needs of low-income countries with an initial financing of $429 million. The fund is expected to grow to $14 billion.

The second call is open to government entities, ministries, departments, agencies, departments of the African Development Bank, non-governmental organizations, community-based organizations and inter-governmental organizations (including United Nations organizations, regional economic communities, regional river basin climate centers).

Submission deadline: 8 July 2024 (11:59 GMT).

The CAW is allocating approximately $64 million for this call for mitigation proposals. Financing will take the form of grants. Funding requests for a single project or program may range from $3-5 million. The independent evaluation committee may recommend granting   financing beyond or below these limits in exceptional cases.

Interested parties are invited to submit their proposals in English or French through the online platform here.

Advertisement
Continue Reading

People & Lifestyle

META taps Ghanaian tech influencers Dessy, Delppy for AI push

Published

on

Ghanaian tech influencers, Dessy and Delppy, have been selected by META, the parent company for Facebook, Instagram, and WhatsApp, to push the company’s new AI innovations and make the technology more accessible to the Ghanaian community.

Real names – Emmanuel Fianko and Desmond Ofori Appiah, Delppy, and Dessy are leading the charge in promoting META’s cutting-edge AI technologies across the African continent. Known for their dynamic presence in the tech community and their commitment to technological advancement content creation, the two are leveraging their influence to spotlight META’s innovative AI solutions.

Dessy and Delppy have established themselves as pivotal content creators in the African tech landscape. Their influence extends far beyond Ghana, reaching a diverse audience across Africa and beyond with expertise in technology and digital trends. 

META’s AI technologies promise to revolutionize various sectors. Dessy and Delppy are at the forefront of showcasing advancements through a series of engaging and informative content. 

By demonstrating the practical applications of META’s AI, they aim to educate and inspire a new generation of tech enthusiasts and professionals in Africa.

Advertisement

“We are thrilled to be part of this exciting journey with META. Their AI technologies have the potential to create significant positive impacts across various industries in Africa. We look forward to exploring and sharing these innovations with our audience,” said Dessy.

“Technology is a powerful tool for change, and META’s AI is at the forefront of this transformation. We are excited to highlight how AI can address real-world challenges and opportunities in Africa,” added Delppy.

Dessy and Delppy are renowned tech influencers from Ghana, known for their insightful commentary and engaging content on technology and digital trends. With a passion for innovation and a commitment to education, they have become trusted voices in the tech community.

Continue Reading

People & Lifestyle

MTN Foundation closes submissions of Applications for Bright Scholarship

Published

on

The MTN Ghana Foundation has announced that it will close entries for its Bright Scholarship program on May 31, 2024. Eligible applicants who meet all the criteria are urged to apply through the web portal scholarship.mtn.com.gh before the application deadline.

The MTN Bright Scholarship is open to continuing students pursuing a first degree at any public tertiary institution or pursuing vocational and technical skills training. Applicants must be Ghanaians, of good conduct, and have excellent academic results.

The MTN Bright Scholarship covers the cost of tuition, accommodation, provides a stipend for books, and includes a device for the beneficiaries. The MTN Ghana Foundation will award 200 scholarships to continuing students in public tertiary institutions across the country for the 2024/2025 academic year.

Adwoa Wiafe, MTN’s Chief Corporate Services and Sustainability Officer, commented on the scholarship, stating, “we have doubled the number of beneficiaries this year because of the compelling needs in the society. We are confident that this will ease the financial burden on needy students and reduce the number of students dropping out of school due to financial constraints.”

The commencement of the MTN Bright Scholarship in 2018 was in fulfilment of a commitment MTN made to Ghanaians during the commemoration of its 20th Anniversary in 2016. During the celebrations, MTN, through the MTN Ghana Foundation, promised to award a total of 300 scholarships over three years. Considering the impact of the scholarship at the end of the first three years, the MTN Ghana Foundation again approved the renewal of the scholarship program in 2021 during MTN’s 25th Anniversary celebration.

Advertisement
Continue Reading

People & Lifestyle

Bolt Food and Food and Drugs Authority (FDA) Collaborate to Enhance Food Safety in Ghana

Published

on

Bolt Food, the leading platform delivery company and a thought leader in Ghana, partnered with the Food and Drugs Authority (FDA) to organise a pioneering one-day hygiene workshop. This inaugural event aims to enhance food safety standards among Food Service Establishments (FSEs) across Ghana, reflecting Bolt Food’s strong commitment to promoting health and safety within the food service industry.

The workshop brought together fifty FSEs using the Bolt Food platform to educate them on the FDA’s stringent food safety regulations. This event also provided a valuable opportunity for vendors to voice their challenges and seek support in overcoming them, fostering a collaborative effort towards improving food safety practices.

In a significant step towards supporting these FSEs, Bolt Food announced that it will sponsor the FDA Food Hygiene Permit licence acquisition for 20 establishments. Additionally, Bolt Food will offer the necessary technical support to ensure these businesses meet all regulatory standards, reinforcing its dedication to maintaining high-quality service and safety.

This initiative marks a milestone in Bolt Food and FDA’s efforts to uphold and elevate food safety standards, ensuring that customers receive safe and hygienic food from their favourite establishments. It was inspiring to witness the FSEs united with a shared commitment to uphold and elevate food safety standards across Ghana. Each establishment made a pledge to maintain these high standards, reflecting a collective dedication to public health and safety.

The Regulatory and Policy Head for Africa at Bolt, Weyinmi Aghadiuno, said: “Our mission is to continually enhance food safety for everyone. This collaboration with the FDA is a key part of Bolt Food’s commitment to promoting health and safety in Ghana’s food service industry.”

Advertisement

“We aim to cultivate a strong partnership with the FDA and our FSEs. Our objective is to create an ecosystem where customers can trust that every order from Bolt Food comes from establishments that uphold FDA’s rigorous food safety and hygiene standards.” She added. 

Mr. Roderick Daddey-Adjei, Deputy Chief Executive, Food Division, at the FDA emphasised that, “as the

Guardians of food safety in Ghana, it is the responsibility of the FDA to ensure that every meal served, whether in a restaurant, by the streets or delivered to our homes and offices, meets the highest standards of hygiene and safety in alignment with the Public Health Act 2012. The issuance of hygiene permits is not just a formality; it brings a sense of assurance that food service establishments are adhering to Good Hygienic Practices (GHPs) upholding the principles of food safety.

Chief Regulatory Officer at the FDA, Dr. Edward Archer,  addressed the importance of regulatory compliance within the food industry. He urged all food establishments across Ghana to regularise their operations with the FDA, stressing that securing a Food Hygiene Permit is crucial for industry compliance and consumer safety.

“Operating a food business without a Food Hygiene Permit is unlawful. The FDA is ready to collaborate and ensure the safety of FSEs nationwide,” Dr. Archer stated.

Advertisement

The Country Manager for Bolt Food said: “this collaboration between Bolt Food and the FDA signifies a step towards ensuring the highest quality of food safety and hygiene for our customers. Together with the FDA, we look forward to bringing positive changes to the Food Delivery industry in Ghana.

 

Continue Reading

People & Lifestyle

10 Excuses Top Executives Give About Their Emotional & Mental Health – 1

Published

on

Dr. Abiola Salami

As we prepare to host leaders for Dr. Abiola Salami International Leadership Bootcamp in Mombasa, Kenya in June 2024, we consider it important to discuss Emotional and Mental Health (EMH) in leadership this month of May. We started the month by discussing 10 Warning Signs A Leader’s Emotional & Mental Health Might Be At Great Risk. Today, we conclude the discussion with Part 2 of 10 Excuses Top Executives Give About Their Emotional & Mental Health

10 Excuses Top Executives Give About Their Emotional & Mental Health – 1

Excuse #5 – This Is Just The Way I Am

Humans are generally resistant to change even though we talk about it a lot. Many people have adjusted to their traumas and have seemingly built a coping mechanism around such nasty experiences. Seeking professional help for such traumas that have messed up their emotional and mental health for so long would mean, taking off the masks and faux personalities they have carefully built over the years and come face to face with the root of their pain. That’s too much for some top executives, they would rather continue with their lives than deconstruct those layers of alter egos and heal into their authentic selves – hence the lame excuse, “this is just the way I am”. Others are scared to find out who they could become on the other side of getting professional help; they prefer the familiar to the possible.

Excuse #6 – Everybody Does This

Advertisement

Another excuse bothers on the fallacy of generalization and is usually used in corporate environments where toxicity is entrenched, accepted and a staple. In essence, the ecosystem rewards such bad behaviour that there is no incentive to unlearn it. For example, many top executives don’t see bullying their colleagues from the perspective of having an emotional and mental health challenge because what bullying really speaks to is a lack of a healthy self-image or self-esteem but masked by aggressive behaviour towards others. They rather explain it away by saying that it is how people survive in a space that is akin to a shark-infested water – hence, the best form of defence is attack. Such top executives find solace in the fact that the society is seemingly indifference to their untoward behaviour; so the absence of sanctions or consequences makes them double down on their dysfunctions.

Excuse #7 – It’s Not That Bad

This excuse comes from a perspective of cognitive dissonance and intellectual dishonesty. It’s an attempt by top executives to gaslight people by downplaying the gravity of their emotional and mental health challenges. This view is prejudiced especially coming from business executives because judging by the power dynamics within an organization, they are usually high up the totem pole – which means that there are fewer voices that can challenge such people on the negative impact of their actions on others. It’s very rare to see employees on a much lower cadre, stand up to someone in top management. Even the Human Resource Manager who should be the port of call for those who seek redress are more disposed to protecting their personal interests than ensuring the right thing is down – the lack of moderating influences for top executives eventually hurts them.

Excuse #8 – I Can Handle It On My Own

This excuse bothers on self-help. Here a top executive believes that he or she can apply DIY-solutions to their emotional and mental health challenges. This excuse is underpinned by expertise in other areas of their lives especially their professional endeavours. These top managers extrapolate success in one or more areas of their lives and use such as metric for determining their ability to solve problems in other areas of their lives. In doing so, they underplay the level of skill that is used by professionals to manage emotional and mental health challenges. It takes a level of respect to acknowledge that just as you are an expert in a particular area of life, someone else is also an expert in another area of life.

Advertisement

Excuse #9 – I Don’t Talk About My Issues To Strangers

For top executives, they are within their rights to be concerned about how much personal information can be shared with third-parties because owing to their being at the helm of affairs, such information could be weaponized by their rivals and used for a smear campaign which could hurt the fortunes of their organization very quickly. However, a simple solution to this is the involvement of legal counsels who will adopt memorandum of understandings, non-disclosure agreements and confidentiality clauses that protects the executive. There is no guarantee that even with familiar faces, personal information would be safe – so seeking professional help for mental health challenges is certainly worth the risks.

Excuse #10 – All I Need Is God

The overly religious executives who hold extreme views about their faith don’t believe that there is anything wrong with them and to engage in therapy would be to imply that a perfect God didn’t create a perfect human. This puritan view downplays the effectiveness of intervention. Some extreme views even reject interventions such as accepting blood transfusions, taking medications, or engaging in therapy. These top executives embrace a perception of divinity that signifies that “man-made” solutions demean their spirituality. This notion is misguided because first, the very definition of human implies to be imperfect and most of the solutions to human problems were discovered by those who took time to study what God created. For example, people were inspired to create the aeroplane from studying the science of how birds fly in the sky, it only presupposes that God can use people to help other people.

Growth Opportunities

Advertisement

To further position your leaders for peak performance, you can download a free copy of the latest edition of The Peak Performer Magazine You can also enrol your Mid-level  Leadership Team for the Made4More Accelerator Program and your Senior Leadership Team for the Dr. Abiola Salami International Leadership Bootcamp MOMBASA 2024 We also have an upcoming training for leaders in public service 

About Dr. Abiola Salami

Dr. Abiola Salami is the Convener of Dr Abiola Salami International Leadership Bootcamp and The Peak PerformerTM. He is the Principal Performance Strategist at CHAMP – a full scale professional services firm trusted by high performing business leaders for providing Executive Coaching, Workforce Development & Advisory Services to improve performance. You can reach his team on [email protected] and connect with him @abiolachamp on all social media platforms.

Continue Reading

People & Lifestyle

Africa Day at UBA: The Most Unforgettable Moments!

Published

on

UBA Ghana has commemorated this year’s Africa Union (AU) Day with a vibrant ceremony held at its head office and other Business Offices across the country.

As the bank marks its 20th anniversary of the Bank in Ghana and 75th anniversary of the UBA Group, it continues to leverage Africa Day to celebrate the continent’s unity in diversity and highlight its rich cultural and economic potential.

Staff members showcased the rich cultural heritage of Africa by dressing in various indigenous attire, representing different tribes, ethnic groups, and countries.

Continue Reading
You want to bet with the best odds on every football match? bestbets.com.gh shows you the highest odds for all important games.

Trending