The key to managing remote teams is to recognize that it is a leadership responsibility.
Too often, managers fail to handle distant teams as if they were local. Remote teams require more care and support than local teams. As their manager, you must support them in compensating for the absence of engagement with other coworkers.
Managers typically consider their responsibility as assigning tasks and then only interacting when the work is completed or a problem is identified.
Managing remote teams is a full-time job and should be treated as such. When a manager says they manage their teams with a weekly team meeting, I know they aren't doing it right.
Just because a Sales Director is based in one location doesn't mean they have the time or authority to oversee a staff spread across multiple locations. If you give the director their own sales target, they'll focus on it, not the team.
Remote teams suffer from isolation and ‘silo fever', missing out on the social connection we take for granted. So the remote team manager must artificially create the ‘work environment' and try to deliver the benefits.
My top ten tips for managing a remote workforce are:
1. Set clear expectations for results. This means that when assigning a task to a remote team member, be specific about the assignment and the delivery. I had a manager who said I'll call you on Thursday and you may give me your numbers. Wasn't that a bit vague? There was no process, no reporting, and I had no idea what he would do with the data. I also didn't know his specific stats.
2. Establish accountability requirements Be clear about accountability with remote teams, as they can't just walk up and ask for help. So I would encourage my team to inform me of their actions and results. I would trust them to be open and honest, knowing that if they fail, I will help them recover and protect them.
3. Be a leader. Don't manage, lead. To me, leading means giving my team a clear vision, knowing their role in accomplishing that vision, and supporting their success. The best managers of remote teams are charismatic leaders who motivate their teams to achieve better. Managing a remote team is a recipe for disaster. Sometimes the large view is enough.
4. Recognize personal and professional successes. Everyone needs to be 'stroked', especially in personal affairs. Birthdays, anniversaries, and key milestones are crucial to me in creating respect. A good leader will always take the time to connect with team members on a personal level. I wouldn't let it interfere with my job; it's more of a complement.
5. Hold team meetings. Team meetings are essential to success, but they are much more. I utilize them to promote and share ideas with my colleagues. I try not to use them to report, which you can do on a one-to-one basis. Every week I try to get one of the team to discuss how they met a particularly challenging aim. Leave days. An overnight away day is required every 3 months to renew friendships, reaffirm common aims, and generally bond. I try to mix them with training and ask other teams to explain a new business procedure or product; anything that helps the team feel included.
7. Give them the tools. This is vital. While office workers can make do, remote workers, especially those working from home, need to be equipped. When Michelangelo called the paint shop department to order paint for the Sistine Chapel, he was told they only had red paint. Listen to Bob Newhart's story, it's both amusing and educational.
But, seriously, remote workers lack coworkers, a stationery closet, and an IT department. You must equip them to accomplish their work well.
8, Whenever possible, promote collaboration. It's uncommon that I can't get two or more team members to work together on a task, even if it's remotely.
Remote employees require ‘engineered friendship' more than anyone else, and they love the concept of a collaborative venture.
9. Give them the appropriate info. I've been frustrated before by not getting the necessary information or brief for a job. Most remote workers prefer a short and then get to work. Their displeasure when told it isn't precisely what they wanted is palpable. Not only the brief, but I believe it is crucial to offer the remote worker with the necessary information. They can do the research, but you should assist if you can.
10. Provide regular feedback and reporting. As a manager, I am continuously moving around the team, situating them, drawing out their difficulties and helping discover solutions. Finally, I can give decent feedback.
With remote teams, particular calls must be scheduled, and you must focus on milestones rather than the entire process. Checking in with my team is critical to our mutual success. Even if the skills of a good remote team manager vary, they always require empathy and care for others.
