Five years into widespread hybrid work, we’ve learned that hybrid isn’t just a blend of in-person and remote. It’s a distinct mode with its own challenges—including for team development.

The approaches that worked for co-located teams don’t fully transfer. Neither do approaches designed for fully remote teams. Hybrid requires its own development strategies.

Here’s what actually works.

The Hybrid Development Challenge

Hybrid teams face unique development challenges:

Uneven experience. In-person days create shared experiences that remote participants miss. Development activities often favour whoever’s physically present.

Coordination complexity. Getting everyone together—even virtually—is harder when people have different schedules and locations.

Relationship gaps. Natural relationship building that happens in-person doesn’t happen automatically for hybrid teams. Some members connect; others don’t.

Manager stretch. Developing hybrid teams requires managers to work across modalities effectively. Many aren’t prepared for this.

Technology friction. Virtual participation in hybrid meetings is often poor quality. Technology solutions are imperfect.

These aren’t insurmountable problems, but they require intentional response.

Strategy 1: Design for Parity

Every development experience should work well for all participants, regardless of location.

Not this: A workshop held in a conference room with some people dialing in on a speakerphone.

This: A thoughtfully designed experience where remote and in-person participants have equivalent ability to participate.

Parity requires:

Technology investment. Quality cameras, microphones, and displays that enable remote participants to be fully present.

Facilitation skill. Facilitators who actively include remote participants and manage multi-modality dynamics.

Activity design. Learning activities that work equally well for in-person and remote engagement.

Explicit attention. Constant awareness of whether all participants are engaged regardless of location.

When parity isn’t achievable, consider whether synchronous hybrid delivery is the right choice.

Strategy 2: Maximise In-Person Time for High-Touch Development

Some development activities benefit significantly from physical presence. Use precious in-person time for these:

Relationship building. Trust forms faster through shared physical experience. Use in-person time for connection, not content delivery.

Complex collaboration. Rapid iteration, whiteboarding, and high-bandwidth discussion work better in person.

Sensitive conversations. Feedback, difficult discussions, and emotional topics benefit from physical presence.

Team formation. When teams are new or changing, in-person time accelerates formation.

Experiential learning. Simulations, role plays, and practice activities are often better in person.

Don’t waste in-person time on activities that work equally well remotely. Content delivery, individual reflection, and asynchronous discussion don’t need physical presence.

Strategy 3: Build Asynchronous Capability

Hybrid teams can’t always be synchronous. Build capability for effective asynchronous development:

Learning content that works asynchronously. Modules, videos, and reading that people can engage with on their own schedules.

Asynchronous discussion. Forums, channels, or threads where team members can learn from each other across time.

Asynchronous feedback. Methods for giving and receiving feedback that don’t require real-time conversation.

Documentation. Capturing learning and decisions so those who weren’t present can access them.

Asynchronous isn’t inferior to synchronous—it’s different. Some development works better asynchronously (reflection, independent study, written discussion). Build these capabilities.

Strategy 4: Develop Hybrid-Specific Skills

Hybrid teams need skills that co-located and fully remote teams don’t:

Hybrid meeting participation. How to engage effectively whether you’re in the room or on screen.

Asynchronous communication. Writing clearly, using appropriate channels, managing attention across time.

Remote relationship maintenance. Building and maintaining connections without physical proximity.

Self-management. Working effectively without physical oversight or structure.

Hybrid leadership. Managing teams across modalities effectively.

These skills require development—they don’t come automatically. Include them in hybrid team development plans.

Strategy 5: Strengthen Manager Capability

Managers are critical for hybrid team development. They need specific capabilities:

Modality awareness. Understanding how location affects team dynamics and individual experience.

Inclusive facilitation. Running meetings and conversations that include everyone effectively.

Remote coaching. Developing people they don’t see regularly.

Flexibility navigation. Managing varying schedules and locations without creating inequity.

Technology proficiency. Using hybrid tools effectively.

Invest heavily in manager development for hybrid leadership. This is often the highest-leverage hybrid investment.

For managers looking to build these capabilities quickly, AI consultants Sydney include hybrid leadership modules specifically designed for the current work environment.

Strategy 6: Create Intentional Connection Opportunities

Hybrid teams don’t connect automatically. Create structured opportunities:

Virtual social time. Dedicated time for non-work conversation, even if it feels awkward initially.

Cross-location pairing. Intentionally connecting people who don’t naturally interact due to location.

Buddy systems. Pairing experienced team members with newer ones across locations.

Interest-based communities. Groups that form around shared interests, not just work tasks.

In-person gatherings. Periodic all-hands events specifically for connection.

Connection requires intention in hybrid environments. It won’t happen by itself.

Strategy 7: Measure and Adjust

Hybrid team development requires ongoing attention:

Monitor engagement. Are remote team members as engaged as in-person ones? Track participation patterns.

Survey experience. Ask team members about development experience quality and parity.

Track development outcomes. Are hybrid teams developing capability as effectively as other team types?

Assess relationship health. Are team connections forming across locations?

Iterate based on data. Adjust approaches based on what you learn.

Hybrid is evolving. What works today may not work tomorrow. Build in feedback loops.

Anti-Patterns to Avoid

Common mistakes in hybrid team development:

Location-based segregation. Treating in-person and remote as separate groups rather than one team.

Technology neglect. Underinvesting in tools that enable effective hybrid experience.

Proximity bias. Unconsciously favouring people who are physically present.

One-size-fits-all. Applying the same approach regardless of activity type.

Ignoring remote burden. Not recognising that remote participation often requires more effort.

Over-synchronising. Requiring too much synchronous time rather than using asynchronous effectively.

The Role of L&D

For L&D teams supporting hybrid development:

Model hybrid excellence. L&D programs should demonstrate best-practice hybrid delivery.

Develop facilitator capability. Train facilitators in hybrid-specific techniques.

Create flexible resources. Build learning resources that work across modalities.

Support managers. Provide tools and development for hybrid leadership.

Advise on design. Help teams design development experiences that work for hybrid contexts.

Research and share. Stay current on hybrid development best practices and share across the organisation.

Looking Ahead

Hybrid work continues to evolve. What we know about effective hybrid team development will continue to develop too.

The organisations that thrive will be those that:

• Treat hybrid as a distinct mode requiring distinct approaches
• Invest in technology, skills, and practices for hybrid effectiveness
• Continuously learn and adapt as hybrid work evolves

The organisations that struggle will be those that:

• Treat hybrid as temporary inconvenience
• Apply old models to new contexts
• Neglect the investment hybrid effectiveness requires

Hybrid team development is harder than single-modality development. But the work environment has changed, and L&D must adapt.

The good news: effective hybrid development is achievable with intentional effort.

The challenge: it requires that intentional effort.

Make the investment. Your hybrid teams will develop better. Your organisation will work better.

That’s worth the effort.