With the spread of COVID-19, remote work has received a rather natural boost. With this, it becomes important to consider just how to make remote work work, and how to lead an organisation that may be more spread out than ever.
The question, then, is how you do this well. How you support employees from a distance, when said employees may not be used to working remotely and may already be stressed from the current situation. How do you do make the transition from office to home as seamless as possible, and how can you ensure that productivity and wellness remains high despite the large change this may mean for employee’s routines and structure?
Well, this is obviously a huge question, but Gallup, with all their data and analytics backing them up, suggests a number of practices that we think make a whole lot of sense. Practices that we’ve interpreted below, and that include:
Making expectations super clear
A given start, really, as many aren’t really sure what exactly their managers expect from them. Which becomes a larger problem when they go remote and may not be able to ask directions as frequently. Pointing to the need to clearly explain what work is actually expected, the level that work should be on (i.e. quality of work), and the timeframe within which said work should be done. Something that managers can beneficially keep in mind to create a better foundation for leading their team remotely.
Communicating
One of the most important points – especially in a situation such as this one, and more so for employees who may not be as used to remote work as others. Who may need more guidance and general socialization to help lessen the sense of isolation.
Here, conference calls and steady communication are key, and it may be a good idea to schedule regular calls in groups and for individuals – both formal and informal.
And, not to forget, managers themselves will need support from the top leadership, who should keep communication steady, truthful and transparent to maintain a high level of trust in the organisation.
Individualizing
Speaking of communication, there should be individual conversations in regular intervals and with team members/employees, where managers can help coach in a more personal fashion and employees can raise concerns. These conversations should also include discussions about the conditions under which the employee thrives, and where the manager can beneficially help the employee maintain similar conditions even if they’re away from the comfort of their office-desk. If the transition is sudden, such as it may be right now, this can be a key practice not to be taken lightly.
Supporting managers
As mentioned, the managers need support too, who may need guidance to effectively lead their workforce remotely. Which may in itself be a large transition, prompting the need to help them learn to manage people in a new way. Managerial training and resources are here more important than ever, and making sure they have the support they need at hand and whenever they need it can be the difference that makes the difference.
This is a challenging time for many, and we’re currently seeing lots of changes that will remain long after this situation has stabilised. With this, it’s also super-important that we figure out how to make sure our organisations do not lose too much steam – while ensuring the safety of employees and acting responsibly for the world outside out walls. And one of the major tricks here will be to ensure that the work that is done remotely runs as smoothly as a great day at the office, that employees feel supported and that they still have a community to rely on – even if that community is now communicated with virtually.
And remember, remote work isn’t something that will go away once this global pandemic is over. On the contrary, it is very, very probable that it only grows from here – and grows way quicker now that we’ve experienced something as terrifying and transformative as this. Meaning that it’s not just about making remote work work, right now, but to make it work sustainably into the future. Where the standard really will become digital, and when we need the tools, resources and competence to thrive in this new world order.
Source: https://www.gallup.com/workplace/288956/covid-teams-working-remotely-guide-leaders.aspx
