4 Ways to Remotely Empathize With Your Team

It feels like we've been in quarantine for months. Probably because some of us have.

At this point, everyone is feeling some sort of stress from our current crisis. For some, it's financial. For others, it's being without human contact. And for some, it could be that they ran out of quarantine snacks.

Whatever the case, you want to keep your team firing on all cylinders, and that starts by showing them you understand what's going on. You may not perfectly understand their specific situation, but by empathizing and showing you care, it'll go a long way in maintaining their motivation.

Here are four ways you can show your team you care, even if only through a webcam or phone.

1. The Human Check In

When you're in a physical office, you're able to engage your team on a deeper level. Even when you're not in meetings, you have these "water cooler moments" where you get to know your team members and what's going on in their lives outside of work.

There's no reason you can't do the same thing remotely. It just takes a little more planning.

Throw some 1-1s on your calendar. Make a phone call out of the blue. Reach out to your team members.

But, when you get them on the phone, or Zoom, or wherever—don't talk about work.

Ask them how they're doing. Talk about their family. Is there anything they need? Are they prepared for this to continue?

If they bring up work, let it happen naturally, but if they bring up questions or updates about specific projects, have them hold up. Let them know just wanted to see that they're ok. And when you say it, be sure you mean it.

2. Cut the Clock

This is a new situation for everyone, and it impacts people far deeper than just their workload with your company.

In addition to kids being out of school, spouses may have been laid off or are similarly working from home. This can add an incredible amount of stress, and it's something, as a leader, you need to be aware of.

Forcing your team to maintain the same work tempo will not only add stress, but it's also going to impact your team's motivation.

This doesn't mean lowering the bar. You've set a standard within your company and it should never be lowered. But we're not talking about reducing the quality of work, we're talking about being more fluid in the timeline.

So what if your entire team can't sign on at 9:00 am? If they're all in the meetings they need to be, does it hurt anyone?

What's actually damaged if your team isn't clocking in exactly 8 hours a day?

Yes, certain metrics need to be achieved within your organization, but if there's ever been a time to be flexible, it's now. And trust me, your team will appreciate some breathing room.

3. Be Transparent

Some businesses have been dramatically impacted by COVID. Other's haven't. But no matter your current situation, you have to admit this is a bit chaotic.

The best thing you can do for your team, in regards to outlook, is to be transparent.

They should never see you panic. No one feels confident with a leader running around like the world is about to end.

At the same time, if you act like everything is perfect, they're going to see straight through you.

Instead, tell it like it is. Explain how your business is impacted. Share your thoughts. Ask for recommendations. But no matter what, be honest.

Providing clarity and a plan for how to move forward from this is the leader's role. Help your team understand what's happening, and how that influences the future.

4. Provide Public Praise

Everything that happens in an organization is the leader's responsibility. Pass or fail, it's on you.

However, a key requirement to being a respected leader is to ensure your team gets credit for the successes, and you take the blame for losses.

Now, let's take it a step further. When you offer praise, always do it in public. When you need to address concerns with individuals who've had a misstep, do it behind closed doors.

Right now, it's important to continue offering praise in any way you can. It can be an email highlighting an individual's achievement. It can be starting your meetings with "wins," where anyone can highlight successes.

It doesn't matter how you do it. What matters is that you continue to acknowledge your team's successes and ensure everyone in your organization knows it's happening.

If you implement these four tactics, I can nearly guarantee results. But I want to hear from you. What's working? What's not? What problems are you having? Let me know and I'll try to help.