Yo, Adrian! Here's a lowdown on how to manage a remote workforce.

West Philly Wharton School Inspired Title:

Managing a Remote Workforce: Tips for Successful Implementation.

South Philly Rocky Inspired Title:

"Yo, Adrian! Check it out - I gotta give you the lowdown on how to manage a remote workforce so they can be champs.

I went to Wharton, located in West Philadelphia.

It was cool, but…

?

I have been to many restaurants and bars in South Philadelphia, with excellent with food and ambiance you must experience to understand. Do a Google search of Bella Vista, Point Breeze, Passyunk Square, Grays Ferry, and Lower Moyamensing for restaurants and shops - - and enjoy.

Today everyone is producing content. I guess I am, too, right here and now. However, instead of the antiseptic regurgitation of overused irritating words like pivot, synergize, and ideation, I will write this article as Sylvester Stallone might script it.

I believe this is a serious topic. However, Wharton types often think they are smart because they use fancy words. Do you know who I would trust more to motivate and inspire employees? The grandmother who has operated a South Philly establishment for 50+ years.

Back to the topic with an example.

A typically well-educated business coach would profess that each employee must be evaluated and utilized based on their individuality. The coach, for this article, might contribute:?

To effectively manage remote employees, it's essential to recognize and cater to their unique strengths, weaknesses, and needs. A successful manager can leverage this information to motivate and nurture each employee, just as they would in a traditional workplace setting. Managers can ensure employees' engagement and performance by treating employees as individuals, ultimately leading to a productive remote workforce.

Rocky’s script might be:

"Yo Adrian, to manage these remote employees, you gotta see 'em like fighters, each one with their own strengths and weaknesses. You gotta work with 'em to bring out their best and make 'em feel like champions. That means paying attention to their needs and when they wanna work. Treat 'em like individuals, and you'll have a winning team that can go the distance, you know what I mean?"

It’s like I manage Paulie. He has a drinking problem, often feels sorry for himself, and is very immature. However, he has my back and is loyal.

In the next scene, Rocky pounds the table when discussing team communication.

Listen up. When it comes to managing a remote team, communication is key. You gotta make sure everyone knows what they're supposed to be doing when it's due and how to get it done right. There needs to be zero, zilch, nada confusion or misunderstandings, you know what I mean?

That's why you gotta encourage your team to stay in touch, using instant messaging, video calls, or even how about this, the old school action of picking up a damn phone and making a real call. And don't forget to hold regular meetings, one-on-one talks, and that Zoom thing to keep everyone in the loop.

If you keep the lines of communication open and flowing, your team will be a powerhouse, knocking out the competition like I did to Apollo.?

Trust in your team is critical for corporate success. To this point, Rocky says:

Here's the thing - when you got a team working remotely, you gotta trust 'em. You can't be watching over their shoulders all the time like you could in the office, but that don't mean they ain't doing their job right.

If you can't trust your team, then you gotta ask yourself why you hired 'em in the first place or what went wrong that made you lose that trust. And listen, if you don't trust 'em, you start becoming a micromanager and that ain't gonna help nobody.

You gotta let go of trust issues and have faith in your team. When you do, they'll come through for you every time. Just like Mickey does for me.

In the final scene, Rocky talks about the potential knockouts of leading virtual teams.

"Yo Adrian, one last thing. Telework might sound like a dream come true, but there are some downsides to it too. You gotta weigh the pros and cons to see if it's the right dance partner for your business.?

Now, one of the big punch to the gut things with remote work is that collaboration suffers. People worry that without being in the same room, ideas won't flow like they used to. But with video conferencing, instant messaging, and collaboration tools, you can keep the ideas coming. My team would never be slackers, but Slack is a great tool.

Another thing to keep in mind is team building. It's harder to feel like part of a team when everyone's working from home. Virtual chats and messaging groups can help, but it's not quite the same. Some people might feel like they're missing out on the camaraderie, and that could hurt morale and productivity.

And listen, when you let your team work remotely, you're giving up some control. You gotta trust that they'll get the job done without you hovering over their shoulders all the time. But if you've hired the right people, that shouldn't be a problem.

Now, working from home can also be lonely. Some folks need more guidance from coworkers. When you're working alone, it's easy to feel like you're not part of the team. Remember, it is one fighter in the ring, but many team members make the boxer.

And here's the kicker - when work and home are the same place, it's hard to know when to stop. There is no bell after each round. People can end up working more than they should, and that's not good for nobody. Even though they're at home, they might be taking less time for their family and their own training. So you gotta make sure to set boundaries and take care of yourself too."?

Closing:

Important business topics, written in a way that melts into the content trash heap known as the internet, are almost embarrassing.

I believe Wharton students would be more attentive and retain more knowledge if more professionals talked more like Rocky versus a bow-tie-wearing MBA who never had to get in the dirt and make a weekly payroll.

I had the opportunity to take my company public in 1999. During the due diligence process, a few analysts met with our people and audited our books. They were lovely people and had good intentions.

However, having these MBA-ERS evaluate an entrepreneur is like a ballet dancer going toe-to-toe in the ring with a champion boxer.

?Edward DuCoin

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Disclaimer: The following phrases were not harmed (used) in this article.

• Give 110%
• Circle Back.
• Low-Hanging Fruit.
• New Normal.
• Move the Needle.?

Photos from: Philadelphia Business Journal & Wikipedia?