Building High-Performance Hybrid Work Teams Using the 3S’s Framework

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Because they tend to focus on bottom-line results, some leaders overlook the importance of engaging with team members and taking the time to understand their individual strengths and motivators. However, since the pandemic and the Great Resignation, employees have more leverage in choosing the kind of company they want to work for. This new dynamic is forcing leaders to create cultures that foster employee growth and welfare.

In today’s podcast episode, we interview Alena Sviderskaia, leadership coach and facilitator in her own company, Alena Sviderskaia Coaching & Consulting. Today’s topics are focused on building high-performance hybrid work teams using the 3S’s (synergy, support and sense of fairness) framework, drafting team guidelines, establishing clarity on working agreements, and developing effective techniques to Team Anywhere.

The 3S’s Framework for Building Hybrid Work Teams

According to Alena, there are three (3) important characteristics to building a high-performance hybrid work team.

Synergy – Leaders must be able to explain the role of each team member and how they can support each other towards a common goal.
Support – Leaders should be able to give support to their team members. This can come in the form of one-on-one coaching, regular check-ins, or training. In this way, leaders can be the catalysts for bringing out a team member’s maximum potential.
Sense of Fairness – It is also important for leaders to treat their members with fairness. This fairness should be evident in workload, opportunities, access to information, performance evaluations, promotions, raises etc.

The Drivers of an Organization’s Microculture — Leaders

Leaders are essentially on the forefront of establishing a microculture inside of an organization.

This is often challenging because they need to have a bird’s-eye view of everything as they role model excellent facilitation and dialogue.

Often, middle-managers are promoted to higher leadership roles with little to no experience in handling difficult people situations. The challenge for them is to learn and implement the 3S’s (synergy, support and sense of fairness). Thus, middle-managers must get work done, finesse relationships between and across levels, and also create an enriching environment. They require special attention, resources, and training.

Establishing Clarity on Working Agreements

According to Alena, there are three (3) essential elements of working agreements that are worthy of reflection for leaders and team members alike.

Quantity – Work agreements should include the expected number of documents, reports, or products as part of a measurable output.
Quality – In any task, a leader should think through the parameters of what constitutes a quality product. With those defined parameters, the leader must describe those parameters using examples, adjectives, or analogies, or others to help team members visualize what the expected quality looks like.
Timeline – Given the quantity and quality of work given, leaders must be able to provide a sound and fair timeline for a team member to accomplish the task.

These three essential elements can serve as a guide in formulating working agreements inside the organization. However, team members should also ask clarifying questions as needed to ensure the delivery of the expected results or output in a timely manner.

Effective Techniques to Become a Great Leader

According to Alena, there are two (2) ways for a leader to become someone respectable and great.

Attitude of Reflection – Leaders should take time to reflect on the things they have done for the 3S’s. At the end of each week, they should ask themselves the following questions: Have I given enough support? Which team members did I connect with? Did I treat everyone with fairness? The answers to each question should lead to an action plan to improve their approach for the following week.

Mastering the Art of Questions – Leaders can use the art of questioning to foster increased engagement. They can assess the mindset of each team member by asking such questions as “what is something you are proud of?” and “what are your wins this week?” The leverage of asking such questions invites team members to share issues without fear of judgment.This also enables leaders to go beyond a person’s words, discover their underlying motivations, and give any support needed.

Who is Alena Sviderskaia?

Alena is a passionate leadership coach, speaker, and facilitator. Her work is focused on helping organizations become better places to work by turning managers into high-performing leaders. Her biggest passion is showing people a glimpse of their potential, helping them break down their mental barriers, and inspiring them to take action.

Alena holds a degree in psychology from McGill University and is a graduate of a CoachU coaching program. She uses her extensive and diverse corporate experience and relentless drive to deliver results for clients while supporting them through the process.