4 Ways to Strike the Right Managerial Balance for Managing Remote Employees
Even before the COVID-19 pandemic exploded across the globe, business organisations were increasingly investing in a more flexible, remote workforce. Research driven by Gallup and other companies indicated that, all things considered, full-time and part-time remote workers tend to be happier and more productive than their in-office counterparts.
Of course, with the coronavirus outbreak companies have been forced to transition most or all of their employees to remote work - whether management likes it or not. You may be one of these managers. If so, how has this change been going for you so far? Has your trust in your team grown. As a manager, have you been able to ensure your team members continue to yield acceptable levels of productivity and efficiency.
To achieve success in this remote work setting, there is a balance of course. Managers of remote teams must ensure that their employees have the support and resources needed to produce exceptional work. At the same time, managers need to instill a sense of accountability in their team members.
From what I'm hearing many managers have found a balance that works - kudos to you! It has understandably been a journey, as they've worked to find the best mediums and right number of 'virtual stand ups' (sit downs?) that work well for their team. However, it's hasn't all been plain sailing. Working from home in response to a international pandemic wasn't planned, it was forced - leaving many employees without the proper equipment and juggling their work and home life throughout the day. It's distracting and working effectively from home requires support, discipline and focus from both employees and management. Please know, that if remote managing your team has been challenging, you're not alone.
With that in mind, I wanted to share some tips that I hope those of you managing teams remotely will find useful.
1. Connect Frequently
In a remote work environment, it may not be too difficult for managers to communicate with their employees about necessary job functions. However, it is all too easy for the less formal, more personal connections between team leaders and their members to fall by the wayside.
What's the solution? Put simply, a pivot towards more frequent connections. For example, I know one CEO in a high-tech company that makes sure to connect with his direct subordinates at least once a day. There doesn't have to be a specific agenda - he simply asks: "How are you today? I'm just checking in with you. Is there anything you need from me?"
Fostering a culture of high connectivity sends two strong messages to each employee: (A) Your manager cares about you; and (B) You are still an integral part of the team, with all the privileges and responsibilities that implies.
2. Be Transparent & Establish Your ‘Clubhouse Rules’
In order to promote a culture of trust, it's important for managers to be upfront with employees about expectations and boundaries. For instance, the lines between home and office are easily blurred in a remote work setting, and we're not exactly navigating the typical 'work from home' scenario current day. While many employees are juggling work with homeschooling or taking care of their children, others won't have the broadband speed or screen set up to be as efficient as they would be in the office.
A manager may tell his team members that have children: "Listen, I know you've got competing priorities working from home currently, so you tell me when's the best time for you to be online and please don't hesitate to get in touch if you need additional support." Committing to some form of schedule (even if it's a loose one) is important - as is being understanding, however the work still needs to get done. You want to encourage your team to come to you with any challenges they encounter, but you also need to set expectations and hold people accountable to meeting their deliverable's - just be fair and realistic in the timelines you now expect work to be complete.
Transparency builds trust, which in turn increases productivity. We've had some time to establish a pattern working from home now, so savvy managers should ensure that they also set clear guidelines (separate to individual performance expectations) for their team members. Think of these as your 'Clubhouse Rules' and then stick to those established parameters yourself e.g. all Zoom calls must start promptly on time; attendance at the morning 'virtual stand up' is mandatory; emails sent out of office hours do not require an immediate response etc.
3. Provide Stability & Continue to Build a Culture of Performance
As many employees adapt to new and unfamiliar circumstances, it is vital that managers provide them with a solid framework in which to operate, at least when it comes to their professional life. All humans crave structure to some extent, and doubly so in times of crisis. Managers must continue to promote and build a culture of performance - setting goals and expectations for their team, as they would under regular in-office circumstances.
Successful managers of remote teams are keenly aware of the need for organised, even "ritualised" activities on a daily and weekly basis. For instance, they schedule daily "huddles" or "check-in meetings" to kick off the morning shift. They also maintain a weekly rotation of one-on-one feedback sessions. In these and other ways they help their employees to settle into a new routine with minimal friction.
4. Promote Positivity
The last thing any employee needs right now is more stress coming from the direction of his or her manager. Successful managers do not see themselves as taskmasters; rather, they view themselves as playing a supportive role towards their employees. One key element of support, especially now, is promoting a positive outlook among remote workers.
Perhaps one of the best ways that managers can achieve this goal is to freely express their appreciation for team members. For instance, many managers make it a point to spend a little time at the end of each business day to commend each employee about some aspect of his/her performance that day. Others always incorporate expressions of appreciation in their feedback sessions, even if opportunities need to be discussed.
