It’s tougher now more than ever to manage a team of employees when so many are working remotely. For most, this is a new experience for the employee, the manager and the corporation itself. But this is not a phenomenon that is going away, even when we get back to normal. Working from faraway is here to stay.
In the past, when an employee might otherwise be content avoiding rush hour and working in comfortable house slippers, it was the manager who took a dim view on that scenario. After all, when the cat’s away, the mice will play. How can a manger prove his worth unless he is physically staring at his people? What if employees get their projects for the day completed in seven and a half hours instead of eight? What will they do with the additional thirty minutes? Who will complain about the refrigerator in the breakroom and contribute to the coffee kitty?
Recently, I was interviewed for a North American podcast for public speakers. The host wanted to discuss my new book; Managerial Mistakes, Missteps & Misunderstandings; How to Avoid Common Pitfalls. Of course, I was honored, but concerned about the content of discussion since the episode would only be twenty minutes. I suggested narrowing it down to my chapter on the trappings of micromanaging, a personal pet peeve of mine. But the host was most intrigued by my segment on managing remote workers. This portion almost didn’t make it into the book, but giving current circumstances of Covid, I felt it was necessary to include.
In the last chapter, I discuss the mistake of a boss not being mindful of his or her employees. I emphasize the importance of being “present”, not just physically, but in mind and spirit. In 2020, the challenge is for managers who are not physically at the same location with the rest of the team. So, the host and I had a conversation about what I call the “Four C’s” of managing a remote workforce. They are; commitment, clarity, connection and communication.
When an employee begins working from home it will not be smooth sailing at first. We already know there were concerns with aptitude, isolation, a lack of focus and IT issues. It is important to commit to the process, and to discuss and work out the challenges. Be patient. Everyone will have a learning curve. Though, I have personally been impressed with how fast tech services both in business and education have been able to pivot into a new work dimension.
When a manager asks a newer employee if they understand what they are to do, it is a cue for that employee to say “yes” and nod affirmatively. And if by yes, they meant “no”, a worker can always walk down the hall later in the day and ask for details. Clarity from the onset is important because the team member will not have the luxury of proximity. Perhaps the most important function of a good manager is to serve as a “life line” for his or her people. Boil the task down to basics and offer an alternate resource such as a policy manual or other employee should they not be able to easily reach you.
Making a true connection with your people is hugely important. In my management workshops, I often ask what type of relationship a leader has with his or her individual team members. It is a safe bet if a boss does not know what relationship exists, it is bad one. If it were good, you should know. As a manager, set aside time to touch base, check in, or otherwise “chat” with distant employees. This may sound like a waste of time, but I assure you it is time well unvested. When workers have a good connection with their supervisor, they are more confident and have a better focus on what s a priority.
Finally, is maintaining good communication. This is present in the other three aspects, but not always mastered. Communication is the foundation of good leadership. I ask managers to take an honest self-analysis of how well they do in expressing ideas. A failure here can create a waste of time and money should employees misunderstand what the task truly is.
We have all had the “new normal” thrust on us and it has not been easy. Though, most of us who have changed our work venue have adopted well. Next year, some will return to the corporate office and some will not. Either way, team members need to help one another, and managers need to guide them.