Source | www-forbes-com.cdn.ampproject.org | Kevin Kruse
For most organizations, hybrid work is uncharted territory. Author, speaker, and researcher Tamara Myles hopes to change that. A resilience trainer at the University of Pennsylvania’s Positive Psychology Center and consultant for companies including Microsoft, Anytime Fitness, and Unilever, Myles is working on a book to help leaders navigate the new world of hybrid work.
I had the opportunity to catch up with Myles to get her take on what makes hybrid work “work,” and what leaders need to know about creating successful hybrid cultures.
This interview has been lightly edited for clarity and length.
Kevin Kruse: You mentioned that hybrid work is a kind of “third culture,” and that you drew on your experience as a “Third Culture Kid” in creating a model for hybrid work. What does that mean?
Tamara Myles: “Third Culture Kid” is a term that was coined in the sixties to describe kids who spend a significant amount of time living in a culture that is not that of their parents.’ I grew up mostly in Brazil, but spent some formative years here in the U.S. before going back to Brazil and then permanently relocating to the U.S. Third Culture Kids have one cultural experience at home with their families, and another at school and in social settings. The “third culture” is an amalgamation of the two. Similarly, hybrid work could be considered a “third culture” because it’s an amalgamation of in-person office culture and remote culture.