Hybrid work is here to stay, with teams comprised of staff working in-person and remotely. I have been fortunate to be part of extraordinary teams—including during the pandemic, when many of us found ourselves working at kitchen tables or wherever space would allow. Since the switch to remote work, I have become increasingly interested in team cohesion and in ensuring dialogue on this issue.

What is team cohesion? 

It is true connection to each other, to a common purpose, and includes a sense of belonging and community. 

Hybrid work brings with it many benefits, particularly for parents and caregivers. Working remotely can also support improved balance and well-being.  

Discourse on team cohesion cannot occur without noting the impacts of hybrid work on equity-deserving groups. Hybrid work can in some cases, reduce microaggressions[i] that Black, Indigenous and people of colour face in the workplace. Remote work can also provide more supportive environments[ii] for people with disabilities and those who are neuro-diverse. Conversely, while microaggressions can be reduced, online spaces can also provide a new setting for them to occur.[iii]

Hybrid work has other implications that can greatly influence a team’s cohesion. Teams can feel less connected, which can negatively impact employee engagement and creativity. We need to find new ways to support staff connectivity and overall well-being, as the “before times” are never to return. 

Characteristics of cohesive teams?  

Cohesive teams are trusting and innovative. They create spaces where team members feel safe, understood and strongly connected—as peers and to their broader strategic goals. Practices that can build team cohesion, include: 

• Embracing difference – recognize and name that team members are humans first, and bring unique lived experiences and circumstances, and that this shows up in work hours and needs. 
• Listen deeply – to how each person prefers to communicate, as this will vary. Make space for check-ins, virtually and in-person, about what each member needs to feel team cohesion individually, and as part of the group. Respond when teams need in-person time for social, strategic or creative needs.   
• Support team members to set boundaries – around time for focused work, time away from Teams/Slack or email and to be offline during non-work hours. When people’s needs are supported, they become more comfortable with being vulnerable and seeking support. 
• Continue conversations about team cohesion – make changes as needed, and implement continuous mechanisms for team members to share input, so cohesion becomes embedded in the team ethos.  

My hope is that we continue the collaboration that the social change sector is known for, and learn from each other about this issue.  

If hybrid work is here to stay, then a focus on team cohesion should remain alongside it. This can ensure people feel more connected to one another and to community work. 

Natasha Krotez, CFRE (she/her) is the Manager, Development at Canuck Place Children’s Hospice and a board member at AFP Greater Vancouver Chapter. With 20 years of experience at equity and health organizations, she believes philanthropy can help create systemic change. Natasha is grateful to live with her wife and young child on the unceded traditional territory of the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish) and Sel̓íl̓witulh (Tsleil-Waututh) Nations.