by Aaron Fichera
We are witnessing a lot of uneasiness around remote or hybrid working environments. It challenges managers and leaders to think outside the box and nurture trust so that everyone is aligned with the business goals, but without the safety net of being physically present to inspect and discuss progress.
Are employees working on the highest priority items? Do we need another meeting on the calendar to make sure things are getting done? Am I being taken advantage of by staff working from home? How do we make new employees feel a part of a team?
There is no silver bullet and each department and industry will have to take a balanced approach to hybrid working and engagement. However, as managers and leaders it is up to us to adjust our approach in order to align, engage, and build a solid team that can function in-person or remotely.
Consider that there are fundamentals that must be reinforced on a daily and weekly basis in order for TRUST to be built so that everyone is working on what matters, yet still fostering an environment that develops and retains talent.
These aforementioned outcomes are best accomplished by employing the three Cs of Remote Management: Communication, Connectivity, and Compassion.
Communication
We have no shortage of communication tools however are we communicating the right things, in the right way, and at the right time? For example, too many times we use instant messaging tools to send and receive quick updates, however problems arise when context to inquiries are not provided, or tone of message is off. Prior to sending any communication, we all should re-read out loud and remember a human is on the other side of the screen.
In addition to communication tools, as leaders and managers we need to determine which forum is appropriate for the communication. If we are correcting behavior and actions, we should avoid giving criticism in any group forum. Consider providing the individual with a private 1:1 space and notification on the agenda and expectations of outcomes. If we put a vague calendar invite with the topic ‘1:1 w/ management’ we are causing unnecessary stress to the individuals due to lack of clarity in communication and being inefficient with all parties’ time on arriving to actionable items and meaningful dialogue.
Connectivity
In a similar vein, connectivity is key to remote management and keeping staff engaged. As a leader and manager, it is paramount that we reinforce everyone’s position in the company and the connection to the success of the team and company. By the very nature of remote work, individuals will feel disconnected from each other in the absence of communication and physical space. Connectivity can be accomplished by establishing individual growth plans and incentives that connect the individual’s financial success to the areas that they have control over. In addition to an individual’s growth plans, the leader should set the standard and goals for the team. This allows the individuals to talk openly with each other about what they are working on, how they accomplished the task, help they need from each other, and a sense of accomplishment with the completion of goals.
When we do have staff in office, we need to make it count! Set the expectations that in office days are meant for collaboration and team building. Have a purpose for physical meetings and time. If we are given a limited time with people physically together, arrange the time to be interactive and collaborative. We will miss an opportunity if the purpose of the in office day is to have everyone work separately at their desks or cubicle. If they were just doing the same thing they would be at home, why even bother showing up to an office?
Compassion
The final key ‘C’ to a successful remote or hybrid culture is Compassion. We all must feel like we have each other’s back, respect financial and mental well-being, and have empathy toward lives outside of work. Yes, we have a job to do and need to hit objectives. However, no one bats 1000 and everyone makes mistakes or has personal matters to attend to. We can make profound gains in retention and growing individual’s skills when we allow the space to make mistakes, ask questions, and encourage feedback. Creating a discovery environment with questions and feedback allows each of us to garner a glimpse into our respective concerns and blind spots. We can be the support and mentor each member needs by providing the space and framework to make skillful decisions and understanding when unskillful actions occur.
In short, as a leader, we must always be on your guard of your communication, insecurities, and understanding of the remote worker’s needs and wants. We have to TRUST, but VERIFY that all members are pointed in the right direction and to be constantly connecting the dots between their actions and the success of the team. This can be solved through team check-ins, 1-on-1s, periodic evaluations, and team building exercises, but we must value and likewise commit the time and resources.
In short, trust in this hybrid work environment comes from the consistency in Leadership’s actions and communication.
Let's Chat!
