How to protect hybrid work cultures from proximity bias
Contributed by Dr. Gleb Tsipursky, CEO of the boutique future-proofing consultancy Disaster Avoidance Experts, which helps forward-looking leaders avoid dangerous threats and missed opportunities. A best-selling author, his newest book is Returning to the Office and Leading Hybrid and Remote Teams. We asked Dr. Tsipursky how leaders can address proximity bias in the new normal of hybrid work culture. Here’s what he shared:
Of the many changes accelerated by the pandemic, remote and hybrid work schedules are one that has created ongoing waves of adaptation across businesses worldwide. Employees in the same organization now often operate on vastly different schedules—some working in the office full time, some with hybrid schedules, others fully remote. Differences in work styles and schedules can understandably lead to resentment around flexibility and job performance.
The danger of a sense of resentment building up between “haves” and “have nots” around schedule flexibility is a reality. It calls for a work culture that acknowledges such issues. Savvy leaders recognize that they must address proximity bias as they adapt their work culture to the hybrid and remote future of work.