We seem to have forgotten that remote management was happening successfully long before Covid affected the world, and that the world we work in today and will work in moving forward doesn't need to be feared or treated as 'new'.
Over the last 12 years I've been tasked with building teams, training them and getting the highest levels of performance from them. In Australia particularly, this often meant managing individuals and their teams remotely due to the vast distances and time differences between cities. So how did it work?
Well it certainly took me some time to get used to the differences of managing people via video calls and the occasional (often bi-monthly visit to site). It was always a lot easier to motivate, train and manage when I met my team every day. I could see what they were doing, I could walk up and speak to them when they were free and I got to know them better as people. In fact, these became the biggest challenges I faced when I had to remote manage! I had to trust that they were working, I had to plan times to speak with people and I couldn't get to know them as well by having that down time chatting in the break out area or over a game of pool.
However, as I said, it worked and I developed my skills accordingly. I fought with my natural urges to control and learnt to trust people, I booked frequent times for work chats but also made calls for just 'chatting' purposes and I tried to get to know my people, their interests and their individual ways of working. Only my teams can tell you whether I was really any good at it, but I like to think when I see how most of them have progressed their individual careers since, the money the teams made at that time and the fact that the companies are still standing, that it must have been OK at least.
I'm regularly asked about my experiences (managing and being managed) pre and during Covid and what I will do post Covid, so here are my top 4 tips:
1. Equip employees for success
Make sure employees have the technology and environment they need to be successful, which may be more than just a mobile phone and laptop. For example, if you expect employees to attend virtual meetings, do they have adequate cameras?
Even if you don’t have an extensive set of technology and collaborative tools available, you can equip employees to function effectively when remote. But don’t just assume that people know how to operate with virtual communications — or are comfortable in that environment.
Acknowledge that virtual communications are different — and won’t be perfect — but should still be professional and respectful of others. Be mindful that virtual communications may be less comfortable and effective for some, and coach employees on when and how to escalate ineffective virtual exchanges.
2. Trust in your employees
The best thing you can do as a remote manager is to suspend your disbelief and put utmost trust and confidence in your employees that they will do the right thing.
You may be concerned and even frustrated to lose the constant visibility you once had into your employees, but don’t respond by micromanaging. That will only disengage and fatigue already stressed employees.
If performances aren't where they should be, discuss the situation and look for solutions.
3. Focus on outputs not processes and KPI's
In the remote landscape, where many people are juggling work and family commitments in their own homes, enable employees to complete their work in ways that are easiest and most productive for them.
Some team meetings may have to go or you will have to at least find times that work for as many parties as possible. Schedule collaboration at a mutually agreeable time, and lean on virtual tools wherever possible. Providing flexibility empowers teams to complete their assignments in their own way.
As a manager, you have to stop paying attention to the process and pay more attention to what things are getting done. Just talk to your team about what you want them to accomplish and support them to deliver.
4. Increase recognition
During periods of disruption, employees’ desire for being recognised for their contribution increases by about 30%, so make sure you continue to praise and reward.
Effective recognition not only motivates the recipient, but serves as a strong signal to other employees of behaviours they should emulate. Recognition doesn’t just need to be monetary; consider public acknowledgement, tokens of appreciation, development opportunities and low-cost perks.
Have you discussed the current costs your employees are facing WFH, have you reviewed their salaries accordingly and have you promoted or rewarded anyone over and above the norm lately.
In summary, ask yourself this one question. Have I provided for my team what I'd expect to be provided for myself? and even if the answer is yes, then do some more : )
