Are remote workers harder to lead?

Giving Feedback to Remote Team Members Doesn't Have to be Difficult

The New York Times ran a story last week on a recent study examining hidden costs to remote work. Its initial findings are narrow, captured by one participating economist as a "now-versus-later trade-off." For some workers, remote work tends to boost productivity--projects are completed efficiently, contracts reviewed, code written. For others, however, productivity flags. Whether someone is productive in remote work seems to depend on (1) the type of task and (2) whether that worker began in-person before migrating to remote work. The first condition makes immediate intuitive, because we plainly recognize that some tasks are easier to complete without workplace distractions. But why did the second condition attract the attention of researchers? The answer is might surprise you.

Researchers observed meaningful differences between senior remote workers who began their career working in-person for their organization and those who had little to no in-person work prior to shifting to remote. Junior team members report missing out on key development opportunities that tend to come through in-person collaborative environments: (a) supplemental training and (b) feedback. This is a totally understandable predicament and to a large extent *predictable*. Junior team members are far less likely to have been on-boarded with adequate support and direction, are far less likely to feel connected with fellow team members, and are far less likely to receive the instruction, guidance, encouragement, and feedback needed to develop and lead.

Here are a FEW tips for offering meaningful feedback to team members working remotely:

1. Make a plan -- set dates. Meaningful feedback is rarely accidental. Designate time to meet one-on-one for feedback and if possible send agenda and comments in advance. Signal your commitment to the process. You might also consider designing a rubric to include assessments and positive recommendations for improvement.?

2. Ask what team members need. So simple and yet so easily neglected. Make a habit of asking team members what they need from you, or if you're ready for the risk, what you can do for them. Don't make the mistake of assuming you know what they're experiencing. Ask! Then follow through!

3. Feedback ≠ Criticism. Many leaders treat feedback as untethered freedom to critique or criticize. But allow me to let you in on a secret: if you begin with critique you'll never end with achievement. The point of feedback is to offer a *constructive* path forward for your team member. Its primarily for building up. Now, that doesn't mean there won't be an occasional need for critique or correction. No one is perfect! But its vital that critique or correction is based on trust and empowerment. "Putting them in there place" is the antithetical to good leadership.

Prioritizing feedback signals that you're committed to offering a balance of support and challenge. Now, get started!

Written by Dr. Matthew Arbo, Senior Advisor, Solomon Strategic Advisors. Dr. Arbo lives in the DC area with his wife and two children. He is an author, ethicist and organizational strategist. To work contact Dr. Arbo, please email [email protected]