Delivering Hybrid Working Programmes: Key Tips for L&D Professionals when creating learning for Teams and Leaders.

Dec 13 / Richard Frost
Depending on how the next month goes, you may need to think about helping leaders and teams understand the behaviours to make hybrid teams flourish.  

Below are a few tips gained from delivering training to over 300 managers and teams across three organisations. This article shows our design methodology and links to resources.

I hope you find it helpful as you head out to the end of the year. 

Our background on training for hybrid teams

People Perform have delivered a lot of team and leader development training for clients in leading and being a member of hybrid teams.

The training has focused on how leadership and teamwork can change with this new working environment.

This article gives an overview of the training and observations from the research and delivery we have completed in hybrid teams' leadership behaviours and teamwork. 

My structure for the training is:

  • Introductions – great chance for people to network and clients often mix the groups to get the most out of that.
  • Definition of a hybrid team and group experiences of it.
  • Changing leadership and team behaviours due to hybrid teams and the pandemic.
  • Practical tips and actions for leaders and teams.

Definitions of a hybrid team

The first step is to get a definition, so everyone knows they are talking about the same thing.  

Here at People Perform we prefer this definition:

'A hybrid working model involves a combination of remote, semi-remote and entirely office-based employees, potentially working to different scheduled hours'.

Changing leadership and team behaviours

The challenging part of the training is that leaders and teams must focus on skills like inclusion, empathy, and vulnerability-based trust to make hybrid teams successful.

Most would argue that this was always the way, and these skills were always relevant. I agree, but these skills are heightened in importance due to the pandemic and hybrid working.  

The core part of the training is around these behaviours and is tricky to deliver, so consider how you make it concrete with research and practical examples.

As soon as you mention skills like empathy, inclusion, and vulnerability-based trust, some battle-hardened leaders will raise their eyebrows and dismiss it as HR mumbo-jumbo.

But, it's not, of course. If you are delivering the training, behavioural development is essential to push as leaders and teams must understand it, discuss it, and look to individual and group development to change it.

My Key Tips  

How to embed behavioural learning 

Lots of discussions.

Leaders and teams know this stuff and have experience. The training should raise behaviours as being even more critical in hybrid teams. So, group discussions and sharing of good and bad experiences are beneficial. I would estimate 50% of your training should be group and facilitated discussion.

Research and models.

I have found Patrick Lencioni's five behaviours model is great to explain trust and pulling on resources like this article from McKinsey and this podcast from the Harvard Business Review help in understanding the subject in more depth as you do need to be the expert in the room during the training.

Getting a few 'so what’s'.

Leaders and teams like practical tips and behaviours are no different. The sharing of past experiences will help but also leverage your research material. However, make sure the session isn't dominated by the research, and everyone leaves with a few things they can do immediately.

Address any issues they have with hybrid working in their organisation.

It will vary by company but include real-life case studies that you know are troubling your managers. Examples I have seen is getting employees back to the office when they don't want to, team inconsistencies on approach and leaders getting wrapped in a one-size-fits-all approach. Whatever the loud issues are in your organisation, hit them head-on with the case studies and accept the ambiguity but search for clarity. We usually add on 'having difficult conversations' learning to the training to support this area.

2 Pieces Of Practical Advice  


I use colour-based tools like Insights and Clarity 4d to briefly look at team dynamics and Tuckman for change.

I feel Tuckman's Forming, Storming etc., is vastly underrated and works well in this training context.


Offer practical tips on how hybrid working affects meetings, performance management, technology, room space/booking systems, team dynamics and processes like onboarding are also great to cover at a practical 'how-to' level. Hybrid teams require everyone to be more organised, and team time needs to be engineered more. 
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Here at People Perform we have run over 50 sessions around the subject of hybrid working, ranging from 90 minute - 120 minute sessions right through to blended learning programmes complete with eLearning modules.

The tips and advice above are our way of giving back at this time of year. If you would like to talk to us about your own delivery or program plans, you can either email us via or contact us HERE

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