Influencing Remote Teams

Leaders are expected to add value by inspiring and motivating remote teams; the traditional role of the leader as a supervisor is no longer relevant.?As team members are capable of solving their own problems, they need a leader who is a coach and mentor. Simply put, leaders of remote teams have to make things smoother for their teams to achieve their targets and stay engaged with the organisation.

1.Embrace structure:?As a leader, create a structure which allows smoother flow of information. Spend time both at an individual level and at the group level getting to know your team members better. Get answers for critical questions: What are the work timings of each member? What is each member currently working on? How can you contribute towards their goals? Set the frequency of your check-in calls, their timings and the technology tool you will be using.

2. Focus on enhanced communication:?We have to make changes in our communication-style to less distant and more accessible to our colleagues. Communicating using technology requires a little more enthusiastic greeting, speaking a tad bit louder, using a few extra gestures and spending a little more time setting the context. Monologues will make remote teams to switch off; instead, focus on dialogue and ways to make conversations more interactive. With the use of technology, it’s better for leaders to over-communicate as it helps retain connect and shows accessibility.?

3. Encourage participation: A common complaint by all leaders is that team members appear distracted during face-to-face meetings. With remote teams, this problem has increased several folds. To encourage participation, assign and allocate agenda items to team members. Ask specific questions to individuals e.g. ‘what was the highlight of your last week’s project? ”, “what more did you learn about this problem after speaking with the client?” This encourages participation as it subtly forces each member to speak and opens the door to new ideas. Do set a few ground rules at the start of the call -?everyone should be on mute and only the assigned speaker will?share his/her views.

4. Redefine trust: When you can see a team member sitting across the corridor, you automatically assume that they are working. On the other hand, if you see them once a month or twice a quarter, you might start doubting their productivity. Managers will have to learn to trust their remote teams by focusing on the deliverables, a major shift from the old order which gave credit to the number of hours spent at the desk.

5. Learn to ‘read’ signals: In the virtual world, leaders tend to connect for task-based agendas, relying on technology. However, humans need face-to-face interactions to trust and share their ideas. Push for video calls – both at an individual level and at group level.?Video-calls are ideal for client meetings and internal reviews as they allow screen-sharing and increased participation. Also, these calls enable you to observe a range of emotions like anger, happiness, confusion and few micro-expressions, making them ideal for conducting confidential, difficult or sensitive conversations. While many body signals get compromised using technology tools, learn to read vocal intonations and non-verbal signals to better understand your teams. Be quick to catch cues from members who could be feeling lonely, appearing less motivated or possibly facing mental health issues. Being clued-in enhances the leader’s ability to sense conflicts and discontent at an earlier stage.

6. Micromanaging is passé: Check-in frequently but resist micromanaging. Maintain clarity of communication, track the deliverables and let your teams take ownership for their work. Be accessible in case they need help and have a clear understanding of what you expect from each other. By making teams within teams, you decentralize decision-making too, ensuring you are not the centre of every decision taken. Besides increasing productivity and reducing micromanaging, this strategy grooms future leaders and builds capability.