The best hybrid working tips for managers

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Welcome to Insider Weekly! I’m Matt Turner, business editor at Insider.

Maybe the future of work isn’t so complicated.

That’s the message at the heart of Rebecca Knight and Shana Lebowitz’s latest story encouraging managers to stop catastrophizing.

Yes, we’ve been in a pandemic for two years, and a lot of things still seem to be up in the air. This latest Omicron wave has underlined the state of uncertainty in which we live. Much has been written about the challenges of retention, mentoring, and changing company culture when many of us communicate via video calls.

But as Rebecca and Shana report, to create a successful hybrid workplace, you need trust, boundaries, flexibility — and not much else. Read on for a Q&A with the two of them.


Also in this week’s newsletter:

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How to make the hybrid work… actually work

Collage of hybrid and work from home images including laptops, schedules, keyboards and clocks for how to make the hybrid workplace successful


Alyssa Powell / Insider


Rebecca Knight and Shana Lebowitz share what employees think about hybrid working and what companies should be doing to make the model viable.

Why are knowledge workers so interested in a hybrid work format?

Shana: In many cases, a hybrid model allows employees to be more productive and efficient in their work. This is because they can choose the work environment that suits the type of tasks they perform. For example, they may choose to stay home on days when they are doing focused work and want to minimize distractions. But on days when they have many internal meetings, they may choose to come into the office to take advantage of team bonding opportunities.

Why are so many companies really struggling to implement a viable hybrid model?

Shana: Many employers approach hybrid work as a free game, giving people full discretion over where, when and how they work. The problem here is that employees who come into the office regularly may benefit from “contact time” with their managers and may therefore have an advantage over groups like caregivers and disabled workers, who are more likely to work from home. . Thus, the hybrid model ends up threatening inclusion, instead of increasing employee autonomy.

What is the most interesting advice for managers that you heard while working on this article?

Rebecca: The managers who have the most success with the hybrid, according to our reports, are those who demonstrate confidence — period. They trust the intentions of their employees, trust them to do their job, and believe they are committed to their organization.

What should employees expect in the world of hybrid working?

Rebecca: Expect some clutter. Many companies are still trying to figure out how to make hybrid working work. There are going to be false starts. Be willing to experiment and be patient. But don’t hesitate to indicate your preferences either. Workers have more influence today. Use it.

Read the full analysis here: Managers, stop catastrophizing. To create a successful hybrid workplace, you need trust, boundaries, flexibility, and not much else.


Google Cloud has changed the way sellers get paid

Google Cloud


google


Google Cloud is backtracking on a key part of its sales compensation structure, which compensates sellers equally for selling its own products and those of its partners.

Now, the company has introduced a 30% cap on the amount of sales of a partner’s product through the company marketplace that will count towards a seller’s quota.

Here’s what insiders told us about the changes.


How to start an Airbnb

Genesis Hinckley


Genesis Hinckley


Genesis Hinckley, political product specialist at Google, runs an Airbnb with her husband in Colorado. Between cleaning and responding to messages, they put in around 10 hours of work per month and bring in around $4,000 per month, or $35,000 per year, in passive income.

Hinckley shared her tips for starting an Airbnb, from choosing the right property to “Airbnb-ifying” the home.

Read the rest of his tips.


An entrepreneur says she co-founded Petal

A portrait of Cassandra Shih.

Cassandra Shih, an entrepreneur who claims to have co-founded fintech startup Petal in 2015.

Cassandra Chih


Entrepreneur Cassandra Shih said she co-founded Petal, an $800 million fintech backed by Peter Thiel’s Valar Ventures. Shih said she wrote evidence to prove her case – including an email in which a co-founder called her “that chick I hit on a few months ago who came up with the idea”.

Had the company been split 50-50, as she claims, her claim could amount to hundreds of millions of dollars.

Inside his lawsuit against Petal.


More of this week’s best reads:

Invitation to the event: Join us on January 25 at 12 p.m. ET for “Multi-cloud powers the future of computing“, sponsored by Dell Technologies, to discover how innovative companies are taking advantage of multicloud technology. register here.


Compiled with assistance from Jordan Parker Erb and Phil Rosen.

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