Interview:
New Work – Leadership in the hybrid world of work

Many people have come to appreciate working from home during the Covid-19 pandemic. At the same time, some large companies are increasingly bringing their teams back into the office. What does your experience show – what really works?

Whether remote working, working from home or being in the office works best depends on several factors. The study by Prof. Dr Sven Laumer (FAU Erlangen-Nuremberg) identifies three relevant dimensions: geographical, temporal and cultural. The cultural factor is particularly important. The more diverse a team is, the more helpful face-to-face contact is in avoiding misunderstandings and building trust. Well-established, homogeneous teams, on the other hand, can work very efficiently in a decentralised manner.

When are face-to-face meetings particularly important?

New teams, new projects and onboarding processes, in particular, benefit greatly from face-to-face interaction. Face-to-face meetings make it easier to convey cultural values, strengthen relationships and facilitate the exchange of knowledge. The same applies to project launches: an in-person kick-off meeting provides clarity on roles, objectives and procedures. Afterwards, the team can continue to work efficiently in a hybrid model – provided the framework is clearly defined.

New Work is based on a new form of leadership. What challenges do managers face today?

New Work places trust, personal responsibility and adaptability at the centre. Managers must take employees’ individual needs into account whilst keeping corporate goals in mind. Key success factors are:

Trust & Responsibility: Managers must allow scope for independent work. Employees must be prepared to take on responsibility.

Communication & transparency: Open communication about strategies and objectives provides direction. Clear answers motivate teams.

Results-orientation & feedback: Performance is measured by results, not by presence. Regular feedback supports personal development.

Authentic leadership means exemplifying corporate values and projecting reliability.

Hybrid working is changing the way we communicate. What role do digital tools play?

A clear communication strategy is essential. Regular virtual meetings, chats and collaboration tools maintain the flow of information. Digital platforms enable collaboration across locations and time zones. Cloud solutions are indispensable for keeping data accessible. Tools such as Microsoft Planner, Trello or Jira are suitable for project management; backlogs help with prioritisation.

What trends are shaping the future of the world of work?

Hybrid models are becoming the norm. In-person meetings must therefore offer clear added value – for example, through interactive, forward-looking meetings rather than mere status updates. Other trends include:

Responsible leadership: sustainability, mental health and social responsibility are becoming increasingly important.

Diversity & inclusion: Different perspectives boost innovation.

Agile workspaces: Flexible, ergonomic workspaces promote focused and collaborative work.

Rural co-working spaces: Modern working environments are increasingly emerging outside city centres.

What advice would you give to companies launching a new team in a hybrid working environment?

Trust is key. Offline interactions have been shown to foster emotional trust – which is why face-to-face meetings are ideal when launching a project or a new team. As things progress, clear guidelines are needed, but so is flexibility: managers must be able to support teams effectively both online and offline.

Ultimately, there is no one-size-fits-all solution. New Work is a learning process. The important thing is to start with courage, gain experience and develop together.

Cornelia von Hardenberg is a consultant specialising in organisation, dialogue and transformation, and a partner at the Institute for Transformation Management (iTM). She supports companies, teams and leaders through change processes and innovation projects.