Why Hybrid Work Is the Future of Culture, and Why It Makes Business Sense

Bonnie Clarke: CEO Advisor | Organisational Coach | Culture Strategist

Photo by charlesdeluvio on Unsplash

Dr Sally Evans:  Organisational Psychologist: Hybrid Working Thought Leader

As the world of work continues to evolve, one truth is becoming clear: hybrid working is no longer just a trend; it’s a transformation. For forward-thinking CEOs and HR leaders, the opportunity is no longer about whether to “allow” hybrid work, but how to lead through it.

In hybrid environments, where teams are dispersed, delivery is multi-modal, and connection is often digital, culture is either intentionally shaped or gradually lost. This shift requires a new kind of leadership, one not defined by physical presence, but by purpose, inclusion, and consistency.

Hybrid: A Strategic and Cultural Imperative

Hybrid working is more than just a flexible perk; it’s a powerful lever for performance, belonging, and equity, particularly for women, younger Gen Xers, millennials, Gen Z, and the emerging Gen A. Hybrid work can reduce structural and perceptual barriers, especially in male-dominated industries or leadership pipelines where women have historically faced disadvantage.

When well-designed, hybrid work can foster autonomy and deeper connections through mechanisms like ‘Knowing and Connecting.’ These crucial connections can overcome the performance loss often associated with hybrid environments. Teams that feel empowered and knowledgeable are better positioned to perform, and a culture where psychological safety thrives becomes a natural outcome.

• Women benefit from autonomy and reduced “proximity bias” - the unconscious tendency to favour those who are physically closer in the office. Hybrid work, when well structured, provides women with greater autonomy and an equal platform to contribute and be recognised, regardless of their location.

• Younger generations expect fluid, tech-enabled collaboration, not traditional hierarchies tethered to a postcode.

• Hybrid work makes economic sense: with reduced estate costs, improved retention, and access to broader talent pools, it’s especially advantageous for sectors like tech, sport, education, and public service.

According to Microsoft’s Work Trend Index, 73% of employees want remote flexibility. Hybrid work is not a compromise - it’s optimisation. The key lies in how it is managed.

Research by Dr Sally Evans at Lancaster University has shown that when hybrid work is poorly managed, or becomes fully remote, employees can experience detachment and disconnection, undermining both competence and capability. The absence of regular face-to-face interactions can limit opportunities for social learning and hinder collaboration. Leaders must intentionally design environments where team activities and in-person connections remain integral to the hybrid culture. Microsoft’s Work Trend Index also shows that 67% also crave more in-person connection.

Leading Culture in a Hybrid Context: People, Personality & Practice

Recent research also shows that role clarity, consistent communication, and clear accountability are essential in hybrid settings to avoid detachment and role confusion, which can diminish performance. Leaders must ensure these elements are present in both virtual and in-person interactions. Additionally, cultivating citizenship behaviours and emotional intelligence will help leaders better engage and motivate remote teams, ensuring alignment with organisational values.

Accountability is crucial in hybrid work environments. Leaders must set clear, tangible outcomes and expectations to keep teams aligned and connected. Without this structure, employees can feel disconnected, losing focus. Equally important is social learning: in-person interactions and team activities are vital for fostering collaboration and strengthening competence and cohesion. Creating opportunities for these interactions can help counteract the isolation and anxiety that often accompany remote work.

Our latest leadership programme, Leading Culture in a Hybrid Context, delves into how to actively shape organisational culture in a world where traditional cues like corridor chats and office energy are replaced by digital signals and intentional rituals.

What Leaders Will Learn:

• How culture actually forms in dispersed settings (hint: it’s not about policy, it’s about behaviour and relationships).

• The impact of personality differences and communication styles on hybrid trust.

• How to spot cultural drift (disengagement, silence, misalignment) and re-anchor teams with empathy.

• How to build a values-led culture that thrives, whether your team is in a gym hall, a Zoom room, or a shared workspace.

Why This Matters for the Future of Work

The most successful organisations of the future will not be those who replicate the office remotely; they’ll be those who redesign their culture to thrive in hybrid reality. As Lynda Gratton of the London Business School says, “Hybrid culture requires redesign, not replication.” It’s not about translating old ways of working; it’s about inventing better ones.

For the future of work, fostering citizenship behaviours,- the voluntary actions employees take to benefit their colleagues and the organisation, is essential. In hybrid environments, these behaviours are crucial for building self-efficacy, collaboration, and knowledge sharing. Employees who feel connected and included are more likely to contribute beyond their immediate tasks, promoting a stronger sense of belonging and a culture of collaboration.

Dr Sally Evans’s research at Lancaster University shows how redesigning hybrid culture requires an understanding of the deeper mechanisms that shape employee performance. Critical to this are accountability, social learning, and the importance of ‘Knowing and Connecting’. When leveraged well, these mechanisms can foster a productive and engaged hybrid workforce.

When done right, hybrid culture enables inclusion at scale. In our programmes, we apply Psychological Safety practices to every hybrid touchpoint, ensuring everyone feels seen, heard, and valued.

However, research has shown that hybrid work, if not carefully managed, can lead to avoidance, where individuals, especially women and marginalized groups, feel excluded from key decisions or opportunities. The resulting disconnection can cause employees to lose their sense of belonging, which leads to detachment, loss of motivation, and ultimately, higher turnover. Avoiding colleagues can also result in a lack of diversity of thought and echo chambers. Techno-stress, where employees feel the pressure of always being ‘on’, needs sensitive management.

Leaders need to counter these risks by creating a culture of psychological safety and intentionally fostering connections, ensuring that all employees, regardless of location, feel valued and supported.

Culture is the New Productivity

As Gartner and McKinsey have shown, culture coherence in hybrid teams outperforms fully co-located teams when shared rituals and norms are strong. High-performing hybrid cultures are marked by:

• Trust and transparency

• Deliberate connection design

• Flexibility, autonomy, and wellbeing support

As one HRD put it: “In hybrid work, your culture either expands with you, or fractures beneath you.”

Studies confirm that culture coherence in hybrid teams not only supports wellbeing but also drives performance. Drawing on the findings from Dr. Sally Evans’ research, teams with strong relationships, social learning, and shared experiences can outperform co-located teams. The real driver of success is intentional connection, something that cannot be left to chance.

Let’s Redesign, Not Retreat

Redesigning hybrid work is not about replicating old models; it’s about addressing the factors that lead to avoiding and losing relationships and knowledge. A successful hybrid model must foster accountability, enhance citizenship behaviour, and ensure social learning is sustained through intentional activities and digital interactions. Leaders who create this balanced ecosystem will empower their teams to not only stay connected but also to perform at their best.

Again from recent research from Dr. Sally Evans highlights that while hybrid work has the potential to enhance performance, when poorly managed or boundaryless, it can lead to significant psychosocial effects, increasing organisational risks and vulnerabilities. Leaders must adopt well-structured hybrid work models that prioritise connection, accountability, and support to safeguard employee well-being and drive sustained performance.

Hybrid is here. The question is: will your culture meet the moment?

At the Taylor Clarke Partnership, we’re helping leadership teams across sectors co-create Hybrid Culture Charters, align values with rituals, and build trust through intentional design. It’s how we move from fragmented teams to connected culture systems, with equity, clarity, and humanity at the core.

Next Step?

Explore our Leading Culture in a Hybrid Context programme or book a discovery session to explore how your organisation can lead the future of work, with purpose, not proximity.