LEADING REMOTE TEAMS THROUGH A PANDEMIC

Visible leadership has certainly been a challenge for some during recent times, but the way in which organisations and employees have embraced the remote working concept is somewhat inspirational.  Covid 19 has taught us so much, it has confirmed that remote working can be a success, it has enabled leaders to learn a new style of leadership and for most, it has led to us working differently, whilst still being as productive.

As leaders, delivering results and nurturing a dynamic work culture can be difficult at the best of times, but the complexity of a global pandemic, has really added to this challenge.  Our traditional co-located teams were largely dispersed overnight, as country after country went into national lockdowns, whilst business continuity and strategic planning were accelerated at speed.  

So, what can, and should leaders be doing to lead remote teams?  Firstly, leading remote teams is new to many of us, but it has created an opportunity for all, our revised ways of working have arguably cemented teamwork and enhanced the work/life fit, allowing greater flexibility and more precious family time.  However, this must be taken in context and accepted, that for some, this has been a much more difficult time, particularly amongst those whose work has changed drastically and those who may live alone and maybe struggling with loneliness.  It is also important to appreciate the challenge that balancing childcare and work has had on both leaders and their teams, creative working has been essential to this success, which has arguably deepened the relationship amongst families. 

We have identified some best practices for leading remote teams effectively, both now and in the future, with the aim of maintaining productivity and increasing employee engagement.  Our musing follows, which we anticipate will resonate with most of you. 

?Maintain a Routine

It is important for both leaders and their staff to maintain a routine, previously in the workplace, we all had a set routine, and it should be no different now.  Where possible, there should be a distinct area between your ‘home’ and ‘office’, albeit that we are often working in the same area.  Compiling a list of tasks that need to be accomplished during the working day and week can be very useful, as it creates focus.  

Embrace Technology

The pandemic has really pushed digital transformation, we have become ‘experts’ very quickly with programs such as Microsoft Teams and Zoom.  Whilst technology has always afforded options for remote working, it was rarely used to its full potential.  However, we are now working ‘smarter’, we are learning to collaborate online with colleagues and customers, this technological opportunity has certainly created a competitive advantage for teams and organisations, who embrace the technology on offer.

Stay Connected

As humans, we intrinsically seek to build relationships, within the work environment, providing the culture is right, this leads to building effective teams.  It is imperative that leaders schedule one-on-one sessions with their staff and that they have team meetings, so that not only work developments can be discussed, but that essentially the wellbeing of all can be cared for.  During times of uncertainty, it is astonishing how supportive some people can be and a leader must possess the ability to be supportive, whenever it is called upon., they have a real opportunity to demonstrate their compassionate leadership skills. It is very easy for leaders to become invisible, but remote working should be no barrier and visible leadership is certainly essential during this difficult time.

Trust Staff

A robust recruitment process will appoint individuals who possess the qualities and experience that is desired to fill gaps within the workplace.  They will likely be a cultural fit and they are likely to excel, regardless of where they are working. So, it is important to trust your staff, focus on the team’s outcome rather than the hours that they are working.  By allowing staff to be flexible and supporting them to make their own decisions, they are likely to be more productive, which will engender trust in both the leadership and the organisation, this should ultimately increase retention rates in the long term.

Take Frequent Breaks

Leadership during this recent pandemic has certainly added pressure, for many, working from home has been a challenge, as personal and work lives blend and potentially pressures build from both sides.  Amid the constant demands and expectations to do more with less, it is important for leaders to prioritise and schedule frequent and quality breaks.  The simplest way to achieve this is to allocate short windows of time where you are away from work and you can focus on another activity.  Examples of healthy activities could be going for a short walk around the neighbourhood, reading the news or a book, or even practicing meditation or mindfulness.  Allowing yourself and your staff to take regular and meaningful breaks will promote wellness and prevent stress levels rising, whilst increasing productivity. 

Accept Remote Working is Here to Stay

Whilst most are probably eager to return to the office, I think it will be a while until our teams are reunited, as organisations assess the ongoing risks and the situation regarding the vaccination process.  Even when the vaccine has been rolled out globally, it is unlikely we will return immediately to how things used to be.  This pandemic has arguably changed the workplace forever, organisations may seek to reduce costs by scaling down office space, or by reducing face to face meetings, which will drastically reduce travel costs.  Leaders need to expect that remote working is here to stay for a while yet, they need to focus on the now, ensuring that their staff wellbeing is a priority, whilst ensuring that engagement and productivity levels remain high.

When we eventually return to the office, it is hoped that some of our adjusted and learned behaviours will transfer and that the working environment will be more productive, and teams will become more engaged.  This has been an extremely challenging time, but leaders and staff should be immensely proud of how they have dealt with this situation.

As we reflect, we will become part of history, in the years to come, books will be written as to how leaders and employees reacted to this pandemic and how, with compassion and kindness, we succeeded to maintain teams and productivity, arguably against all odds.

Mark Horton