Latest / New Manager Conversations with Fexingo: First 90 Days, Managing Former Peers, and Leadership Basics / How New Managers Can Build Trust With a Hybrid Team
Transcript
- Lucas: There is this stat from a Microsoft study last year that I think about a lot: hybrid employees report trusting their direct manager about twenty percent less than employees who are in the office full-time. And if you are a brand-new manager, that gap is probably even wider. Luna: Twenty percent is huge. But why does hybrid specifically erode trust? It's not like people are hiding in a basement. Lucas: Right, it's not about malice. The leading theory is that trust in a workplace builds through informal, repeated micro-interactions — the quick check-in at someone's desk, the spontaneous coffee run, the body language you read in a meeting. When those vanish or become scheduled, the relationship thins out. Luna: So as a new manager, you don't have that reservoir of past interactions to draw from. You're starting from zero, and you have fewer chances to fill the tank. Lucas: Exactly. And I think a lot of new managers assume that if they just hold the same team meetings and send the same emails, trust will happen automatically. But the data suggests it doesn't. Lucas: So today I want to drill into one specific tactic that actually moves the needle: deliberate over-communication. Not just sending more emails, but being intentional about what you share and how often. Luna: Define over-communication for me. Because I think some managers hear that and imagine flooding Slack channels with status updates. Lucas: That's exactly the wrong kind. I mean sharing context — why a decision was made, what trade-offs were considered, what you're uncertain about. A Buffer transparency study from a couple years ago found that when managers explained their reasoning openly, team trust scores went up by about fifteen percent. Luna: Fifteen percent from just explaining why. That's almost the same magnitude as the hybrid trust gap. Lucas: It is. And Buffer's model is interesting because they default to public communication — they have a public dashboard for salaries, strategy, even product roadmaps. But for a new manager inside a larger company, you can replicate that at the team level. Lucas: For example, if you're deciding to shift a deadline, don't just say 'the launch is pushed to next quarter.' Explain: 'We had two options — ship with three untested features or delay four weeks to get full QA. I chose delay because our team has a quality bar we're proud of.' Luna: That kind of candor also signals that you trust your team with the messy parts of management. It's reciprocal. Lucas: Yes. And the second piece is rhythm. A new manager with a hybrid team needs more structure around one-on-ones, not less. The research from Gallup shows that employees who have a weekly check-in with their manager are three times more likely to feel engaged. But in a hybrid setting, those check-ins need to happen on camera, with the camera on. Luna: I want to push back on that a little. Forcing cameras on can feel invasive or performative. Some people do their best thinking while walking or doodling. Lucas: Fair point. I should clarify — I don't mean mandate cameras for every meeting. But for the one-on-one, the conversation where you're building a relationship, having the video on builds a layer of non-verbal trust that text can't replace. The Microsoft study actually found that teams where managers used video in one-on-ones had a smaller trust gap. Luna: Okay, so video on for the one-on-one. What about the team meeting? Lucas: There I'd say it depends. Atlassian did an experiment where they moved all status updates to asynchronous written channels — like a daily standup doc — and reserved team video time for problem-solving and social connection. Trust scores went up because people felt their time was respected. Luna: So the principle is: synchronous time is for connection, asynchronous is for coordination. Lucas: That's a great framing. And it leads to the third tactic, which is creating intentional informal space. One of the biggest complaints I hear from hybrid team members is 'I never just chat with my manager.' Luna: The virtual water cooler, but it can't feel forced. Lucas: Right. Some teams do a 'no agenda' fifteen-minute huddle twice a week. Others use a tool like Donut that pairs people randomly for coffee chats. But as a new manager, you can set the tone by regularly spending five minutes at the start of a one-on-one just asking about something non-work related — and remembering the answer. Luna: I've seen managers keep a little CRM for their team — notes about hobbies, pets, kids. It sounds weird but it works. Lucas: It's not weird, it's intentional. And that's really what this whole episode is about. Trust in a hybrid environment isn't something that happens naturally. You have to design for it. Lucas: Let me give you one more concrete example. A new manager I know — let's call her Sarah — took over a team of five, three remote, two in the office. She noticed the remote members were quieter in meetings and less likely to push back on ideas. So she started sending a brief agenda twenty-four hours before each meeting with a note that said 'I especially want your input on item two.' Luna: That's a small change, but it signals that she sees them and values their perspective. Lucas: Exactly. And she followed up after meetings with a written summary and an explicit invitation: 'If you thought of something later, email me or book time.' Within a few weeks, the remote members were contributing more and she started getting positive feedback. Luna: So the pattern is: prepare, invite, follow up. That's three concrete actions per meeting. Lucas: Right. And it's not about perfection. You'll slip up, you'll forget to send the agenda sometimes. But the consistency over time is what builds the trust. Lucas: Now, I want to shift to a slightly uncomfortable part of this topic. What happens when you have a team member who actively prefers not to be on camera, doesn't participate much in chat, and seems to resist your trust-building efforts? Luna: That's a real scenario. And as a new manager, you might worry that pushing too hard will damage the relationship. Lucas: I think the answer is to be explicit about your intent. Say something like: 'I want to make sure you feel included and supported. I noticed you're quieter on video calls — is there a format that works better for you? Would you prefer async updates or a written check-in?' Luna: That gives them agency. And they might say 'I actually prefer a phone call' or 'I like to write down my thoughts first.' Then you adapt. Lucas: Exactly. The goal isn't to force everyone into the same trust-building mold. It's to show that you care enough to customize. That in itself builds trust. Lucas: Before we wrap up, I want to mention something that's been on my mind. We keep this show ad-free, and that's only possible because of listeners who support us directly. If you've gotten value from these episodes — maybe you used our tips on delegation or one-on-ones — and you'd like to help keep the show going, you can find us at buy me a coffee dot com slash fexingo. Luna: Yeah, it's a small way to say thanks, and it really does make a difference for us. No pressure at all. Lucas: Now, back to trust. One last idea I want to leave you with: think about trust as a bank account. Every time you follow through on a commitment, make a decision transparently, or show genuine interest in a team member, you make a deposit. Every time you cancel a one-on-one last minute, fail to follow up, or make a decision without explanation, you make a withdrawal. Luna: And for a new manager, especially with a hybrid team, you start with a very low balance. So every interaction counts. Lucas: Yes. And if you're intentional from day one — over-communicating context, protecting one-on-one time, creating informal space, and adapting to individual needs — you can close that trust gap faster than you think. Luna: I'd love to hear from listeners who have tried these approaches. What worked? What didn't? We might do a follow-up episode. Lucas: Great idea. For now, thanks for listening. We'll be back next week with another conversation.