Managing Remote Workers
In part two of this series where I go a little off topic and speak about this subject. I will go through the 5 rules I have learned in managing high performing remote teams over the past 5 years. Part one of this series entitled 'Working from Home' can be found here.
High performing teams have one thing in common - set, achievable, time sensitive and well communicated goals.
1. Clear expectations
This is number one for a reason and there are many ways to do this. If you are on the 'Agile" bandwagon 15 minute daily stand-ups might be your thing. If your managing people who are managing people then a quick 15 minute end of day would be more pragmatic. It is vital however than during this time you are concise with your language and make sure that the outcome, time frame and quality is understood by the team. Remember high performing teams have one thing in common - set, achievable, time sensitive and well communicated goals.
By blanking out 1-2 hour period per day for your team to be able to reach you
2. Be available and follow through!
Now this could sound overwhelming at first, but you must understand every leader serves their team. Making a successful team is priority one! In a world where you are remote, and your team is remote it is easy to get caught up in 11 hours of back to back meetings a day. This practice is detrimental to a high performing team. By blanking out 1-2 hour period per day for your team to be able to reach you (depending on work load and what your team is doing) and allow your team to know this is time they can put in 15 minutes to speak with you. Of course, you would always answer a call from your team whenever it comes in. This just allows for regular catch-ups and open communication. Every time you speak with your team make sure you keep record of what actions you have from the meeting. It is important that you keep them abreast with where you are at with this regularly ('start of' or 'end of' day is a great place for this). Even if you have made no progress a quick ‘Hey John haven’t forgotten about you I’m speaking with Sally this afternoon will give you an update this evening’. This type of communication will build trust and keep you honest about things you must do.
You also have to be brutal with your time as a leader.
3. Create a schedule:
I admit this is a carry over from the first post and the last rule in this post was a great segue to get here! But is SO important it needed its own explanation . I covered a lot of this in rule # 3 Routine, and these stay as true here as there with a few additions. Firstly, always plan 2 weeks ahead at a minimum and make sure it is visible to your teams. You also have to be brutal with your time as a leader. This goes for every leader not just the ones leading remote workers. Most enterprise cultures will try kill you will meetings. I have learned that 30% of these could have been emails and 25% could have been a 5-minute phone call to answer a question. There is a 'small' 50-60% of the remainder of meetings where you add 0 value and should simply not be there, this where rule #4 on this list comes in ‘Delegation’. Don’t be that leader who trusts no one to complete anything without them there. We all have stories of that leader in our past, learn from them!
This also frees you up for your primary job … serving your team …
4. Delegation
Nothing says I trust you to deliver than getting out of the way and watching your teams do what they do best. This can be scary for most leaders new and seasoned alike! It was something that took a lot of feeling uncomfortable for me to understand. There is a right and a VERY wrong way to do this. Open communication with whom you delegate a task or responsibility is key. remember you are a mentor and confidant in this process not a task manager or tyrant. The point here is understanding how to interject with advice if the team is starting down a road that will lead to failure. It is natural for leaders to feel the need to take over and stop this. Failure is a good thing! Our brains are wired to understand negative reinforcement. The trick here is to help your team see the danger and pivot themselves. Remember a team are a group of people with complimenting skills working together for a shared outcome. This also frees you up for your primary job … serving your team …
Communication IS collaboration so communicate often
5. Communication
Communication IS collaboration so communicate often and remember when working remotely there is no such thing has too much communication. Yes, that old chestnut again! Remember when you built your goals and KPIs for the year, think back to that day (if it hasn’t happened yet maybe give it a go!). What you will find is every one of those goals and KPIs need you to help your team be successful. (If not then you may not be in the leadership role you think you are in, I’d be having a chat to your one up about that!) but I digress. If your teams and stakeholders are all remote, your job IS communication. Stake holder management, reporting, managing upwards, clearing out blockers for your teams, managing escalations these are all examples of most likely a few hours of every day for leaders. All of which are communication centric actions! Don’t be afraid to challenge, ask questions and have your peoples back!
That's it! There is no right answer or one size fits all strategy to bringing the best out of people! Tailor your style to each individual you have in your teams. Being a leader is the second most challenging and rewarding thing you will ever do if you take the plunge. (Right behind being a spouse and a parent).
Be safe in these crazy times and take care of one another.