As we adapt to the complexities of a hybrid work environment, one leadership principle emerges as non-negotiable: the importance of maintaining robust internal relationships. For over two decades, I’ve studied how relationships impact professional success and leadership skills. Yet, many leaders remain focused on external connections—clients, vendors, and partners—while undervaluing the relationships within their organizations. The reality is apparent: if internal dynamics falter, external stakeholders will sense the dysfunction immediately.
The Leadership Challenge of Internal Disconnect
Leadership starts within! One of the most glaring challenges I’ve observed is communication breakdown within teams and departments. In one case, a client organization had eleven (11) departments across six (6) business units interfacing with the same customer. Unfortunately, these internal teams failed to coordinate effectively.
A glaring example was when one team arrived to train a customer on new technology only to discover that the necessary hardware had not been delivered. The result? A confused, frustrated client and a fractured customer experience. These breakdowns underscore the need for leaders to facilitate clear communication between marketing, sales, product, and customer success teams.
Such gaps may be manageable in smaller organizations. But as companies scale, the risk of disjointed efforts grows exponentially, especially when compounded by the complexities of hybrid work environments. The pandemic removed the convenience of proximity, making informal touchpoints like “hallway conversations” rare. Leaders must now intentionally rebuild these connections across time zones and remote setups.
Rethinking Organizational Structures for Leadership Success
The traditional organizational chart is outdated. Rooted in military hierarchies from World War I, this rigid structure fails to reflect how work gets done in modern organizations. Information flows not through neatly defined boxes but through informal networks that span departments and hierarchies.
For leaders, this necessitates a shift from managing structures to fostering networks. Collaboration happens at the intersections of informal relationships, where creativity and innovation thrive. It also means acknowledging that traditional job descriptions—often static and task-focused—no longer capture the interdependent nature of work.
To lead effectively in this context, you must empower your teams to think beyond their immediate tasks and roles. Every individual operates within a broader ecosystem, and their actions create ripple effects throughout the organization. Leadership ensures these ripples align with organizational goals rather than creating unnecessary friction.
Preventing Groupthink Through Relationship-Centric Leadership
One of the most significant risks in team environments is groupthink, where the desire for consensus stifles critical evaluation. Leaders must actively cultivate diverse perspectives, encouraging debate and constructive dissent. But how can this be achieved in a hybrid setting where new employees, in particular, face barriers to building essential connections?
Consider the challenges faced by a fresh graduate, or young professional, entering a remote-first workplace. Unlike seasoned employees who know who to approach for advice or collaboration, these newcomers lack the informal networks critical for their professional development.
Leadership plays a vital role in bridging this gap. The early years of a professional’s career—from their twenties to mid-thirties—are formative for building skills, behaviors, and confidence. Without strong internal relationships, young professionals risk feeling isolated, stunting their growth and contribution to the organization.
Building Belonging: A Leadership Imperative
If internal relationships are neglected, both young and experienced employees suffer. The former lose access to mentorship and guidance, while the latter miss opportunities to share their knowledge and remain engaged.
The sense of belonging is foundational to employee retention and satisfaction. McKinsey research reveals that employees leave organizations because they lack belonging. Belonging stems from intentional efforts to foster connection, both in structured work settings and informal, unplanned interactions.
Remote work has made these moments of connection scarce, stripping away opportunities for serendipitous “water cooler” conversations. Leaders must recreate spaces and opportunities where team members can experience genuine camaraderie.
Creating Shared Spaces for Leadership and Connection
At Avnir, for example, our team regularly meets in a shared office space intentionally designed for connection. Comfortable seating, warm lighting, and collaborative setups create an atmosphere conducive to meaningful conversations and productive teamwork.
This approach goes beyond physical space. It’s about fostering a culture where relationships matter as much as results. By prioritizing these shared experiences, leaders can help teams bridge the gap between remote and in-person work, ensuring that both explicit and tacit knowledge flow seamlessly.
Explicit knowledge—facts and procedures—is easy to document and share digitally. Tacit knowledge, however, encompasses insights, instincts, and personal know-how that are inherently relational. Building trust and shared experiences are critical to transferring this knowledge, and leaders must intentionally create opportunities for such exchanges.
Leadership in a Fractional Workforce Era
As the workplace evolves, we witness the rise of flexible, project-based roles reminiscent of Hollywood’s talent model. In this system, an executive producer assembles a team of specialists—directors, actors, and crew members—for each project. Once the work is done, the team disbands, and members move on to the next opportunity.
This model is increasingly relevant as organizations embrace fractional and interim roles alongside traditional full-time positions. For leaders, this shift demands a new approach to relationship management. Fractional team members must feel connected to the organization’s mission, values, and culture. Strong relationships, effective communication, and clear alignment with goals become the glue that holds these dynamic teams together, even if their tenure is temporary. Nurturing these connections ensures sustained performance and long-term success.
Reconnecting and Re-engaging in Hybrid Work
The hybrid model challenges even the most extroverted team members, who thrive on face-to-face interactions. Remote work can lead to isolation, making it harder for leaders to keep their teams engaged.
Leaders must go beyond orchestrating virtual meetings, phone calls, and emails. Instead, they should create regular opportunities for in-person engagement, such as team retreats, strategy sessions, or informal gatherings. These moments foster trust, camaraderie, and a shared sense of purpose.
Additionally, leaders should leverage tools that help monitor team well-being and productivity, ensuring that no one feels overlooked. Open communication channels, regular check-ins, and celebrating successes—big or small—can bridge the gap between remote and in-person interactions. Emphasizing empathy and adaptability is essential in creating a thriving hybrid work culture.