Collaborate Intentionally in The Hybrid World To Drive Team Innovation

Collaborate
Intentionally in
the Hybrid World
to Drive Team
Innovation
HR Leaders Increasingly Concerned with Collaboration
Q: “Compared to last year, how has your level of concern about

employee collaboration changed?”
Percentage of HR Leaders
Less Concerned
8%
No Change
21%
71% of HR leaders are more
concerned about employee
collaboration this year.
More Concerned
71%
n = 75 HR leaders,
Source: 2021 Gartner Hybrid Work HR Leader Survey
2 © 2021 Gartner, Inc. and/or its affiliates. All rights reserved. 751872
Collaboration Looks Different in the Hybrid World
3 Hybrid World Realities Compared to an Onsite Work Environment
91% agree interactions are

more planned than
happenstance.
93% agree most employee 88% agree there are fewer

interactions occur through opportunities for social
virtual meetings. interaction.
n = 75 HR leaders,
Four Collaboration Modes in the Hybrid Environment
Collaboration Modes Charted by Location and Time-Spend
Working Together, Together Working Alone, Together
Co-Located
Working Together, Apart Working Alone, Apart

Distributed
Synchronous Work Asynchronous Work
Source: Gartner
Synchronous Work Perceived as Most Crucial Mode
HR Leader Ranking of Collaboration Modes by Importance for Innovation
Co-Located
Bottom 2
Top 2 Modes Modes for
for Innovation Innovation
According to HR Working Together, Apart Working Alone, Apart According to
Leader Ranking HR Leader
Ranking
Distributed
n = 75 HR leaders
Synchronous and Asynchronous Equally Important
Impact of Synchronous Versus Asynchronous Work on Team Innovation
Percentage of Variance in Team Innovation Explained
Asynchronous
work is just as
important to
team innovation
49% as synchronous
work, but few
HR leaders are
investing in it.
! 17% of HR leaders have

implemented no meetings
days.
51% ! 11% of HR leaders have

provided dedicated mental
health days.
! 1% of HR leaders have
implemented no email days.
n = 2,410 hybrid/remote knowledge workers, 75 HR leaders,

Source: 2021 Gartner Hybrid Work Employee Survey, 2021 Gartner Hybrid Work HR Leader Survey
Note: Asynchronous work has a marginally larger impact on performance compared to synchronous work.
Collaborate Intentionally in the Hybrid World
Expanding Access to and Quality of Each Collaboration Mode
Co-Located
Hybrid teams
that collaborate
intentionally
have a stronger
awareness of
how, where and
when to use Working Together, Apart Working Alone, Apart
each of the four
hybrid
Distributed
collaboration
modes.
Source: Gartner
Important for Extroverts Working Together, Together Working Alone, Together

73% of extroverts think it’s important
to brainstorm in a physical space
Co-Located
compared to 42% of introverts.
Important for Junior Colleagues

Observing colleagues interact in
physical space is 1.25x more important
for junior-level talent to complete their
work compared to senior-level talent.
Important for Remote Colleagues
69% of remote employees agree they
Distributed
adapt the structure of their meetings

based on the intended outcome versus
52% of onsite employees.
Important for Introverts

Introverts given opportunities to contribute
ideas outside of meetings are 2.15x more
likely to agree their team comes up with
creative solutions to challenges.
n = 3,049 hybrid/remote/on-site knowledge workers

Source: 2021 Gartner Hybrid Work Employee Survey

Co-Located

Distributed




Co-Located

Distributed




Co-Located

Distributed



Intentional Collaboration Drives Team Innovation
Impact on Innovation of an Intentional Hybrid Collaboration Approach
Percentage of Employees With High Team Innovation by Level of Intentional Collaboration
100%
Employees With High Team Innovation
75%
50%
28%
0%
Low
Low Intentional
Intentional High
High Intentional
Intentional
Collaboration
Collaboration Collaboration
Collaboration
n = 2,410 hybrid/remote knowledge workers

Enable Intentional Collaboration
How should HR enable intentional collaboration?
Empower employees to use Equip teams to steward

the four collaboration modes. hybrid collaboration patterns.
Dropbox’s Reset Hybrid Goodway Group’s Remote

Collaboration Habits Team Dynamics
Reset Hybrid Collaboration Habits
Overview
To support its mission to design a more enlightened way of working, Dropbox equips employees with customizable
collaboration habits that maximize impact across multiple worksites and balance synchronous collaboration with
focused work.
Solution Highlights
• Provide direction, not definition, for new ways of working: Empower employees to customize and evolve new
collaboration habits by providing open-ended guidance and supportive role modeling.
• Work asynchronously, not synchronously, first: Reset the default collaboration method to asynchronous by
establishing common collaboration hours by region and otherwise allowing employees to design their work schedule.
• Democratize access to multiple worksite options, not just the office: Give employees freedom to choose among
multiple worksites, while maintaining in-person connection and opening up recruiting opportunities in new geographies.
Scenario
In response to the rapid adoption of remote work resulting from the COVID-19 pandemic, Dropbox HR and Design leaders
realized that many existing collaboration habits were inefficient or ignored employee needs.
About the Company
Dropbox, Inc.
Industry: Cloud Storage Revenue: $1.914 Billion (2020)

Headquarters Location: San Francisco, CA Employees: 2,548
Dated Collaboration Habits Hold Back Innovation
Risks of Common Collaboration Habits
This could
I’ve called today’s meeting to have been
update you on staffing changes. an email!
Can you hear me?
Creativity Constrained Focus Lost Inclusion at Risk

Prescriptive collaboration Wasteful meetings and Rigid work conditions
guidelines preempt employee expectations for instant are biased toward onsite
innovations and new communication limit time experiences, excluding
approaches. for deep work. employee needs and
preferences.
Source: Adapted From Dropbox
Dropbox’s Virtual First Approach to Collaboration
Habit Driver Mindset Time Real Estate
Limitation of
Creativity Constrained Focus Lost Inclusion at Risk
Current Approach
Work is most effectively

Working synchronously by Productive work conditions
evolved through co-creation
Realization default limits time for deep are most fairly selected by
by employees with their
work and personal needs. employees.
employer.
Provide direction, not Democratize access to

Dropbox’s definition, for new
Work asynchronously, not
multiple worksite options,
Approach synchronously, first.
ways of working. not just the office.
Background: In October 2020, Dropbox announced its transition to a Virtual First company. Under this model,
remote work (outside an office) is the primary experience for all employees and the day-to-day default for
individual work.
Shift to Virtual First Collaboration Habits
Typical Habits Reset Habits
All employees have equitable access to the
Co-Located Virtual First primary work experience.
Synchronous Asynchronous Employees use meetings for decisions, debates

and discussions, rather than meeting reflexively.
Set Hours (e.g., 9-5) Non-Linear Schedule
Employees aim to balance time for collaboration
Measure Busyness Measure Impact with need for focus.
Source: Adapted From Dropbox Dropbox asks employees to prioritize mutual trust
and outcomes above attendance and activity.
“We must unlearn habits that no longer serve us.”
Alastair Simpson, VP of Design and Virtual First Co-Lead
Cross-Functional Virtual First Team

How do we People Leaders Design Leaders Team Responsibilities
+
redesign work Bring expertise in HR Bring knowledge Support Transition: Create resources, respond
to fit our new strategy, employee of human-centered to employee questions and empower managers.
reality? experience, learning design and ability
Monitor Progress: Measure impacts of new
and development, to work across silos.
habits on productivity, engagement and culture.
operations and analytics.
Align to Strategy: Work cross-functionally to
ensure approach aligns with company priorities
and product strategy.
Provide Direction, Not Definition, for New Ways of Working
Enterprise Foundations for New Collaboration Habits
Virtual First Internal

Senior Leaders Managers Employees
Team Researchers
Stakeholder Outline future of Communicate Design and test Role model reset Customize and
Contribution work aspirations guidance for emerging ways habits to ensure evolve guidance
to spark change. resetting habits. of working. acceptance. with team.
Methods • Make a public • Create tools • Conduct • Practice reset • Refine new
pledge to and resources. listening habits. habits in
change. • Align habits to exercises. • Provide context of self
• Spotlight company • Prototype new support to and team.
successes and priorities. habits in pilot direct reports • Share insights,
lessons. groups. and self. benefits and
frustrations
openly.
Dropbox’s Mission Statement

“Our mission is to design a more enlightened way of working.”
Work Asynchronously, Not Synchronously, First
Three Key Steps to Employee-Designed Workweeks
Illustrative
Employee A (SF Bay Area) Employee B (New York)
PST Monday Tuesday EST Monday Tuesday

5 a.m. 8 a.m. Exercise
6 a.m. 9 a.m. Asynchronous Work/ “Flex
for Friends”
7 a.m. 10 a.m. Asynchronous Work/ “Flex
for Friends”
8 a.m. EMEA Meetings Exercise 11 a.m.
9 a.m. Americas Core Americas Core 12 p.m. Americas Core Americas Core
Collaboration Hours Collaboration Hours Collaboration Hours Collaboration Hours
10 a.m. 1 p.m.
11 a.m. 1 2 p.m.
Set Collaboration Hours: The organization sets synchronous collaboration hours by region
12 p.m. 3 p.m.
when everyone plans to be available at the same time.
1 p.m. 4 p.m.
2 p.m. Exercise 3 5 p.m. Exercise
3 p.m. Asynchronous Work/ “Flex Employ Nonlinear
Asynchronous Work 6 p.m.
for Friends” Scheduling: Employees
4 p.m. APJ Meetings 7 p.m. Asynchronous Work/ “Flex APJ Meetings
break from the 9-5 to for Friends”
5 p.m. design their workweek 8 p.m.
6 p.m. around whenever work 9 p.m. “You don’t need to fit eight hours of meetings
2
happens best for them. into four. You need to think through if it needs
7 p.m. Block Time for 10 p.m.
to be a meeting.”
8 p.m. Focused Work Asynchronous Work 11 p.m.
Alastair Simpson, VP of Design and Virtual
9 p.m. 12 a.m. First Co-Lead
Note: Senior leaders set an expectation that employees should “flex for friends” as needed to collaborate across timezones.
Work Asynchronously, Not Synchronously, First (Cont.)
Employee Etiquette Shifts for Virtual First Collaboration
Illustrative
Typical Etiquette Virtual First Shift
Scheduling Scheduling a meeting is how work Work asynchronously first and respect
Meetings gets done. colleagues’ collaboration hours.
Receiving Meeting Assume all meetings are necessary Respectfully decline unnecessary
Invites to attend. meeting invites.
Fit this in between meetings or

Working Solo Block time for deep work.
outside of business hours.
Work a schedule that fits your life

Setting
Work hours are set by the business. and your teams’ goals; prioritize
Work Hours
impact, not busyness.
Reserving Time Add in time for breaks

Wellness is not part of work.
for Wellness and self-care if it helps you!
Work Asynchronously, Not Synchronously, First (Cont.)
Employee-Designed Workweek
Virtual First Co-Lead Alastair Simpson shared his 2021 calendar

in an internal blog to role model and guide reset collaboration habits.
Alastair’s Advice For Resetting Your Calendar
1 Make It Personal: Block time for personal

needs/wants like childcare drop-off’s or exercise.
2 50-Minute 1:1’s: Build in breathing room

between meetings; use this to take notes, clean
up action items or prep for what’s next.
3 No-Video-Meeting Friday: Use Friday to reboot

and combat virtual fatigue.
4 Name High-Priority Work Blocks: Improve your

focus on top weekly priorities and help others
respect your need for focused work.
5 Include Async Work Comment Time: Include

time to solve problems asynchronously first (e.g.,
email, chat) before meeting.
6 Flex for Friends Time: Institute flexible time for

external meetings, interviews, mentorship circles
and global or cross-functional partners.

Democratize Access to Multiple Worksite Options
Employer and Employee Drivers for Expanded Worksite Options
Employer Driver Employee Driver
Dropbox Studios Sustained culture Employee

Public Spaces
(Once it’s safe) shared and community retention
Employees can use co-
Co-Located spaces reserved for
Human connection working space passes Autonomy
Workforce team- and relationship-
or choose to set up
building gatherings.
temporarily in a café.
Solo work is prohibited
in these spaces.
Virtual First Expanded recruiting Personalized Organizational

Experiences geographies for Worksites resilience
Distributed Virtual, not physical diverse talent Ergonomic chairs,
Mental and physical
Workforce locations, are the caregiver support,
Flexibility well-being
default sites for fitness memberships
employee experience. are funded by a
flexible allowance.

Reset Habits Impacting Employee, Team Well-Being
Employee Feedback
“I blocked off time to eat and feed my son. ... The “Taking a break in the afternoon to go for a walk is
results were I didn't have a headache by late afternoon, consistent with the toolkit’s recommendations around
and I also felt good about getting to spend some quality staying well. The toolkit was a good reminder that
time with my son. I had more energy and also felt like it’s okay to do this, and that I don't have to just sit in
I had a more balanced day.” my office all day nonstop – in fact, I shouldn't.”
Dropbox Employee, Anonymous Dropbox Employee, Anonymous
“We had a coffee chat to establish interpersonal

relationships amongst teammates. I felt that having “I also made the choice to take a break from work in the
interactions that are less black/white work related helps mid-afternoon and go for a walk with my dog, and then
people feel free to communicate with each other and work later in the evening to make up the time. … I felt
ask for help. [It] helps lower communication barriers good about this decision as the walk rejuvenated me
especially amongst those [who] are perhaps a little and helped me be more productive.”
more introverted.” Dropbox Employee, Anonymous
Dropbox Employee, Anonymous
Enable Intentional Collaboration
How should HR enable intentional collaboration?
Empower employees to use Equip teams to steward

the four collaboration modes. hybrid collaboration patterns.
Dropbox’s Reset Hybrid Goodway Group’s Remote

Collaboration Habits Team Dynamics
Remote Team Collaboration Creates Risks
New Remote Realities Putting Team Collaboration At Risk
Remote Team More “On-Screen” More Options for When, Less Access to
Realities Time Where and How to Collaborate Social Check-Ins
Remote Team “On-Air” Environment: Team Norms Undefined: Team Well-Being Compromised:
Collaboration Virtual tools dehumanize Employees must navigate It’s hard to assess team well-being
Risks collaboration. team member patterns in flux. without in-person interactions.
Meetings overlap with

I’m put in the It’s exhausting to keep
my caretaking duties,
spotlight on video track of changing work
but I feel disconnected
calls. patterns.
from my team.
Team
Member
Source: Gartner
Remote Team Dynamics (Goodway Group)
Overview
The People Experience (PX) team at Goodway Group, a 100% remote company since 2007,
realized the best business results and purpose for work happens within teams. Instead of
directing teams on how to collaborate remotely, the PX team equips teams themselves with the
right tools and resources to steward remote team dynamics.
Solution Highlights Jillian Pap

• Foster a Psychologically Safe, Not Performative, Team Environment: Goodway Group VP, People
guides teams to connect psychological safety to virtual team contexts with tools and HR Experience
support.
• Calibrate Virtual Team Norms With HR, Not Just Teams: Goodway Group uses a
dedicated role, Team Success Partner, to set virtual team norms for when, where and how
the team will work together remotely.
• Create Accountability For Team Health, Not Just Business Results: Goodway Group
empowers employees themselves to take an active role in setting and monitoring team health
to improve remote team dynamics.
About the Company
Goodway Group
Industry: Services Revenue: $200 - $250 Million (2020)

Headquarters: New York City Employees: 350 (2020)
Equip Teams to Steward Remote Team Dynamics
Goodway Group’s Remote Team Dynamics
Instead of directing remote teams on how to collaborate virtually, the People Experience
(PX) team at Goodway Group, a 100% remote company since 2007, equips teams
themselves with the right tools and resources to steward healthy remote team dynamics.
1 2 3
Foster a Psychologically Calibrate Remote Create Accountability
Safe, Not “On-Air,” Team Norms With HR, for Team Health,
Environment Not Just Teams Not Just Business Results
Source: Adapted From Goodway Group
Foster a Psychologically Safe, Not “On-Air,” Environment
Goodway Group Behaviors Overview
Goodway Group researched critical behaviors for remote teams to create Goodway
Behaviors, actionable guidance for how employees and teams across the
organization work together and live the company culture.
Heart Smart Grit 1 Categories give

common language
Lead with empathy. Continuously improve Be an owner, not a renter. for team discussions.
yourself.
“Our relationships go “Growth only happens “Don’t sacrifice long-term 2 Descriptions guide
deeper than simply being when we stretch ourselves. value for short-term results. teams to embody the
coworkers. Be invested in Challenge yourself Take ownership of every behaviors.
the well-being and to take smart risks and action and interaction
success of each other.” get uncomfortable.” with colleagues and
customers.”
Goodway Behavior Impacts
Foster trust and Connect behaviors to measurable Guide employee behaviors

psychological safety. team outcomes: Trust, cohesion, to knit the culture throughout
performance and accountability. the company.
Foster a Psychologically Safe, Not “On-Air,” Environment
Remote Team Behavior Definition
Psychological Safety Topics Team Discussion Questions HR Tools and Resources
Goal: Relate Psychological Goal: Contextualize Topics Goal: Empower Teams

Safety to Team Challenges for Team Situations to Take Action
Personal Life: Employees fear they How can we understand and • Peer resource group for working parents
will be judged for personal life support each other's home • Coaching for what to say when
distractions. circumstances? distractions happen
Well-Being: Employees fear they will How do we practice empathy • Emotional intelligence training
be perceived negatively for prioritizing on our team? • One-on-one well-being conversations
well-being.
Team Collaboration: Employees fear What’s at risk if team members • Training on giving and receiving
sharing ideas because they feel “in the don’t feel safe sharing ideas? constructive feedback
spotlight” on video calls. • Choices of channels for sharing ideas
• Behavioral assessment tools to identify
individual behavior norms
Team Workflow for Applying Psychological Safety Behaviors
Teams learn psychological Teams meet virtually to Teams continue learning

safety with facilitated apply psychological safety to together with tools and
discussions. team contexts. resources.
Calibrate Remote Team Norms With HR
The Necessity of Team Success Partners in a Remote Environment
Common Remote Team Success TSP Role Overview:

Team Manager Challenges Partner (TSP) Benefits • 2 FTEs support remote teams
to self-calibrate when, where
Limited Visibility: Managers Cross-Organizational and how they will work together
have limited visibility into how Visibility: TSPs work with • Report into the PX team
successful teams work across remote teams throughout the • Have strong virtual-meeting
the company. company to learn best practices. facilitation skills
• Highly empathetic to build trust
and psychological safety
Manager-Team Hierarchy: Level Playing Field: TSPs • Meet weekly to share ideas and
Employees may feel prioritize calibrating norms for focus team priorities
uncomfortable sharing remote team trust and psychological
team challenges because safety over performance norms.
managers review performance.
Many Responsibilities: Dedicated Role: TSPs are

Managers already juggle many dedicated to building trusted
responsibilities, such as partnerships with teams to help
performance management, solve challenges and drive
coaching and development. successful business outcomes.
Source: Gartner Source: Adapted From Goodway Group
Build Support Networks for Remote Team Success
Business Unit Manager and TSP Responsibilities
Remote Team
Success
Managers (Business Unit) TSPs (PX Team)
Key Priorities Projects, performance, Psychological safety, remote team

business alignment health and norms
Sample • Coach employees • Facilitate remote team psychological safety

Activities • Guide career pathing conversations
• Oversee employee performance • Oversee the team health monitor
• Calibrate team work to business unit priorities • Coordinate with managers to identify team
development areas
Source: Adapted From Goodway Group • Support new team assimilation
TSP and Manager Support Network Guiding Questions
How do TSPs and Managers Who does the employee How do we mitigate the risk
work together? report into? of creating too many silos?
They work together in a feedback Employees report to their TSPs build connector relationships
loop to set team priorities and functional managers. TSPs serve and partner with managers across
improve dynamics. as team success consultants. functions to improve teamwork.
Create Accountability for Team Health, Not Just Results
Team Health Monitor
Illustrative
High Medium Low
Categories connect to Goodway

Behaviors followed by all
employees.
Heart Smart Grit
Trust Cohesion Accountability Performance Remote team health attributes,

such as trust and cohesion, make
team health measurable and visible.
1Q21
2Q21 Shared accountability for results

shows employees that fostering
team health is integral to, not
3Q21 supplemental to, their work.
Quarterly Team Health Checks
Team Health Monitor Exercise Dedicated Team Health Time TSP Team Health Support
Teams use diagnostic questions to The PX team sets time for teams If team trust and cohesion is low,
rate health anonymously and use to address focus areas with tools TSPs tailor team resources and
scores to identify 2-3 focus areas. and resources on Goodway’s Wiki. facilitate discussions.
Create Accountability for Team Health, Not Just Results (Cont.)
Remote Team Playbook
Illustrative
Goodway Group’s PX team shares team health improvement “plays”, or activities, on the
company intranet for self-service team access, anytime. Teams can choose plays to run
based on improvement areas, or work with TSPs to find the best play for team needs.
Team Health Time Number of

Play Title Resources Materials Needed
Attributes Required People
Performance, Team Charter • Retro board link
Team Charter 60 Mins Full Team
Accountability Template • Virtual whiteboard
Cohesion,
Post-Snafu Attribute-Based Post- • Virtual whiteboard
Performance, 60-90 Mins Full Team
Scan Snafu Scan Template • Timer
Accountability
Personas
Trust, Cohesion 60 Mins 4-6 Marketing Personas • Virtual meeting link
Role Playing
Transitioning
Team Member Trust, Cohesion, Team Transition
30-60 Mins Team • Virtual meeting link
Transition Accountability Document
Members
Clear Team Relevance: Teams select plays based on Virtual Format: Plays are designed for remote teams,
identified improvement areas from the health monitor. so all resources and materials are accessible online.
Remote Team Playbook
Example Activity Description and Required Resources
Illustrative
Use this play to: Descriptions People 4-10

• Enhance team communication and connect the Time 60 Minutes
ensure each team member has a voice. activity to
PX Tools and Resources Employee Personas
• Understand roles and responsibilities of trust and
other functions on the team and/or the psychological Materials Virtual Meeting Link
client perspective. safety. Aligned Attributes Trust, Cohesion
• Break down silos.
Plays connect to team health focus areas.

Source: Adapted from Goodway Group
Activity Overview
Step 1: Choose a scenario to Step 2: Meet virtually to Step 3: Discuss learnings and
role play and assign personas. role play the scenario. follow-ups for continued learning.
Scenario: Supporting Sorry I’m out of it Let’s discuss Team To-Dos:

a struggling coworker. today. I couldn’t how we can • Become familiar with PX
sleep last night. support you. mental health resources
Personas: Manager, Burned Out Manager • Reach out to peers who
Burned-out employee, seem excited or sad.
Are you okay? I’m You can find
Concerned coworker, here if you want to mental health • Check in with peers who
PX Representative talk about it. resources here… went on sick leave.
Concerned PX Rep
Team Health Monitor Exercise
Example Team Health Monitor Diagnostic Questions
Directions Team Health

Employee Diagnostic Questions
• Use these questions Category
to diagnose team
health for the team Trust • I feel safe being completely open, authentic and vulnerable with my team.
health monitor • I am comfortable admitting mistakes to my team members.
exercise. • It is safe to take a risk on our team.
• We provide both positive and critical feedback.
• Ask each team
member to Cohesion • We communicate in the way that is best for each team member.
anonymously rate • We create space for all perspectives to be heard on an issue.
each statement on a • We actively listen to one another.
scale of 1 (Never) to • We acknowledge how we contribute to Goodway's success.
5 (Always) based on
how frequently they Performance • We update team process documentation regularly.
observe each • Our services/deliverables are clearly defined and agreed upon.
behavior. • We consider both short-and long-term implications when making
• Then, aggregate and decisions.
discuss team results • We maximize the use of the team development tools available to us.
to identify 2-3 team
improvement areas. Accountability • We integrate the Goodway Behaviors into our work direction and purpose.
• We hold each other accountable for actions.
• We take time to celebrate the wins together.
• We share learnings with each other.
Strong Team Dynamics Lead to Improved Results
Goodway Group’s Results
Strong Employee Scores Growing TSP Engagement
Strong Team Health Employee Value From TSP Engagement

Team health scores have steadily increased over time as Repeat engagement requests with TSPs have increased
Goodway Group has focused on team health. over 8 months, suggesting employees and managers get
value from their partnership.
Stakeholder Feedback
“By focusing on team health, providing employees with “TSPs proactively build partnerships with managers
the support they need, and providing flexibility we have across different functions to understand and improve
built community, connection, trust and communication teamwork. Managers and teams reach out for our help –
on our teams. Ultimately, we help our people feel they recognize our impact and value.”
engaged and supported at work.” Robin Kelly, Goodway Group Talent
Jillian Pap, Goodway Group VP, PX Success Manager
Key Takeaways for Enabling Intentional Collaboration
1 Expand collaboration beyond synchronous, co-located work;

don’t default to “working together, together.”
2 Democratize access to the four hybrid collaboration modes,

and define the purpose of each.
3 Reengineer your resources — mindset, time-spend and real estate —

to collaborate intentionally in the four hybrid collaboration modes.
4 Equip teams to drive intentional hybrid collaboration by providing tools

to monitor, self-calibrate and improve their team health and
performance.
5 Dedicate specific roles to safeguard strong distributed team dynamics.
Action Plan for Enabling Intentional Collaboration
Monday Morning:
• Review the four hybrid collaboration modes and discuss how employees navigate
them at your organization.
Next 90 Days:
• Conduct an audit of how employees use the collaboration modes, and existing HR
guidance on how to collaborate effectively.
• Use employee listening to gauge employee awareness of why and how to use
each collaboration mode.
• Identify talent segments to proto-type emerging hybrid collaboration techniques
aligned with each mode.
Next 12 Months:
• Set dedicated time for employees to discuss and contextualize team collaboration
topics: Psychological safety, team norms and team health.
• Create self-serve resources to enable teams to diagnose and improve team trust,
cohesion, accountability and performance.

Collaborate Intentionally in The Hybrid World To Drive Team Innovation

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Collaborate

Q: “Compared to last year, how has your level of concern about

91% agree interactions are

93% agree most employee 88% agree there are fewer

Working Together, Together Working Alone, Together

Working Together, Apart Working Alone, Apart

Synchronous Work Asynchronous Work

Working Together, Together Working Alone, Together

Synchronous Work Asynchronous Work

! 17% of HR leaders have

51% ! 11% of HR leaders have

Synchronous Work Asynchronous Work

n = 2,410 hybrid/remote knowledge workers, 75 HR leaders,

Working Together, Together Working Alone, Together

Synchronous Work Asynchronous Work

Important for Extroverts Working Together, Together Working Alone, Together

Important for Junior Colleagues

adapt the structure of their meetings

Important for Introverts

n = 3,049 hybrid/remote/on-site knowledge workers

Important for Extroverts Working Together, Together Working Alone, Together

Important for Junior Colleagues

adapt the structure of their meetings

Important for Introverts

n = 3,049 hybrid/remote/on-site knowledge workers

Important for Extroverts Working Together, Together Working Alone, Together

Important for Junior Colleagues

adapt the structure of their meetings

Important for Introverts

n = 3,049 hybrid/remote/on-site knowledge workers

Important for Extroverts Working Together, Together Working Alone, Together

Important for Junior Colleagues

adapt the structure of their meetings

Important for Introverts

n = 3,049 hybrid/remote/on-site knowledge workers

n = 2,410 hybrid/remote knowledge workers

How should HR enable intentional collaboration?

Empower employees to use Equip teams to steward

Dropbox’s Reset Hybrid Goodway Group’s Remote

About the Company

Industry: Cloud Storage Revenue: $1.914 Billion (2020)

Creativity Constrained Focus Lost Inclusion at Risk

Habit Driver Mindset Time Real Estate

Work is most effectively

Provide direction, not Democratize access to

Source: Adapted From Dropbox

Synchronous Asynchronous Employees use meetings for decisions, debates

Cross-Functional Virtual First Team

Virtual First Internal

Dropbox’s Mission Statement

Source: Adapted From Dropbox

PST Monday Tuesday EST Monday Tuesday

Typical Etiquette Virtual First Shift

Fit this in between meetings or

Work a schedule that fits your life

Reserving Time Add in time for breaks

Source: Adapted From Dropbox

Virtual First Co-Lead Alastair Simpson shared his 2021 calendar

Alastair’s Advice For Resetting Your Calendar

1 Make It Personal: Block time for personal

2 50-Minute 1:1’s: Build in breathing room

3 No-Video-Meeting Friday: Use Friday to reboot

4 Name High-Priority Work Blocks: Improve your