Effective remote and virtual working takes care and attention
Have you wondered how quickly remote working seems to have become an industry standard? Is it working in reality? Many organisations seem afraid of moving away from traditional working practices.
Marissa Meyer the CEO and President of Yahoo caused surprise in 2013 by ending Yahoo’s long running policy of remote working causing much controversy. She is quoted to say “To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side that is why it is critical that we are all present in our offices.” In bringing out the policy her view was to encourage ‘staff to work at the office because it generates a more collaborative atmosphere’.
Clearly Meyer thought it hard to make these connections when working remotely and it is reported these actions led to substantial backlash and loss of talented staff. There is little doubt that a degree of remote working is appealing. There is flexibility, it cuts down time and money spent commuting, helps with childcare and it definitely helps women to have a career while also being mothers, not to mention many business benefits. It attracts workers in a competitive market, increases retention and improves morale. Encouraging employees to work from home is a huge statement of confidence in staff and one that the vast majority of people will respond to. Ultimately this comes down to trust of employees.
However, remote working does create challenges in collaborating and it does make it harder to build a business, team culture and working in project teams when delivery is priority.
Here are a few key suggestions to manage it effectively; to keep that connection even when you’re not face-to-face:
- Ensure goals are defined, objectives and tasks understood by all, so less chance to misinterpret emails.
- Manage expectations– ensure everyone knows exactly what is expected of them with clear working policies in place. You could suggest core hours when you know all are available at particular times or set an expectation that employees come into the office regularly.
- Incentivise peoplesuch as a regular team meeting (maybe followed by the pub afterwards!)
- When communicating ensure that your emails and messages come across in the tone you intended. Ensure the recipient cannot misinterpret them – poor messaging can send misleading indications which can disrupt an employee’s capacity to think clearly and communicate creatively and effectively. Or just plain disconnect.
- Only if necessary ‘copy’ people. Make your email specific and follow up by voice content to avoid any miscommunication.
- Stay closely in touch – encourage strong relationship building and boost morale. Ensure all have each other’s contact details to build productive relationships and avoid periods of non-communication.
- Checkpointsof deliverables are a very useful way of achieving and keeping on track.
- Managers should have ‘active involvement’– be transparent by ensuring the team know exactly how the project is doing and what is planned for the future, encouraging trust. A manager’s responsibility is to keep workers up to date of both good and bad developments. Rough with the smooth.
- Be available to support– everyone should know how and when to contact the team and ensure everybody has access to the resources they need to support them with their work.
- Give feedback– do not forget about remote workers with so much going on at a fast pace, and actively give feedback where relevant.
Strong and present management who understand the concept of remote working will get the best results.
Trust builds trust. It’s so worth taking the time to build it.
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