IN last week’s column, we wrote about how working from home (WFH) has transformed from a trend into a necessity. We also gave some tips on how we can do this efficiently, keep our spirits high, and as the song goes, make lemonades out of lemons.
Covid-19 has certainly changed the way we work and the boundaries of our offices has since expanded. And this includes not only staff members, but thousands of team leaders and managers who suddenly find themselves managing a completely remote team.
This, says Jason Aten, “can be especially scary, especially if it’s the first time you’ve ever had to do so and didn’t have time to prepare for it.” Many of us can relate to this, as things happened so quickly and we didn’t have time to organize.
In an article in Inc.com Aten shares with us “7 Tips for Successfully Managing Remote Teams,” that will help us and our team be productive regardless of where they work.
1 Have a daily check-in. This not only sets a system and helps organize the team to get used to a routine. The purpose, Aten says is simple—“set the agenda and provide the feedback and resources your team members need.”
He also suggests that this be done daily and adds that “the good news is that services like Zoom or Google’s Team Hangouts make this relatively easy.” And of course, we can establish viber or FB messenger groups for this purpose.
2 Communicate a lot. It probably goes without saying that you should be in regular communication with your team. This will not only make them more efficient, but will boost their spirits during this very challenging time.
Aten observes that “one of the hardest things about working from home, especially if you’re used to an office environment, is the sense of loneliness and isolation that can set in. That’s especially true considering that many people are practicing social distancing.”
3 Take advantage of technology. It is said that technology is neutral and the current situation shows us its good side. After all, “as a manager, your job is to keep the team connected. Communication tools are a simple way to keep everyone engaged.
Apart from e-mail, text messages, viber, and FB messenger, Aten suggests tools like Slack or Microsoft Teams, collaboration and communication tools that he notes, “are even available for free right now.”
4 Manage expectations. As the team leader, “help your team figure out what they should do, and create realistic expectations for their work.” And Aten reminds us that “managing expectations applies to you as a manager as well.”
With that, “set yourself and your team up for success by clearly stating both the tasks and the reasons behind them, and help your team understand the reasons behind them, and help your team understand exactly how you will measure success.”
That means “defining the scope, deadlines, and deliverables for each task or project your team is working on. Otherwise, don’t be surprised if a few weeks from now, you find yourself wondering what everyone was doing.”
5 Focus on outcomes, not activity. This is a throwback to being as they say, results-oriented. This means, during this time, not being obsessed with the process, but with the product. After all, we are dealing with literally remote possibilities and limitations.
For example, “it’s not possible to manage every aspect of the work done by a remote team’s work, but especially when your team is distributed across different locations.”
Aten’s advice: “instead of focusing on activity or hours work, focus on the outcomes and measure your team accordingly.”
6 Resource your team. For Aten, it is essential to make sure your team has the technology it needs to get the work done. “If you suddenly have a team of remote workers, that means that there is a good chance they need tools like laptops, software, mobile devices, or even a high-speed Internet connection,” he says.
While he acknowledges that “it’s not reasonable to assume that everyone has all those things,” he feels that it’s the manager’s responsibility to make sure they all do. But of course, this may not always be possible considering that our country’s situation is different from that of the US—tech-wise. However, this gives us a chance in being creative in how our team can use the tech they have at home to achieve their goals.
7 Be flexible. In the current environment, where there is a lot going on for our staff, we have to “reconsider what productivity really means. Punching a clock for eight hours is out. Regular work hours are also probably out for many people.”
Instead, “trust your team and give them the freedom and flexibility to get the work done on the schedule that helps them be the most productive. That’s good for your team in the long run, anyway.”
Being flexible also means adapting your approach to your company’s guidelines as well as directives from the government. That’s a lot, and all these will certainly hone your management skills.
PR Matters is a roundtable column by members of the local chapter of the United Kingdom-based International Public Relations Association (Ipra), the world’s premier association for senior professionals around the world. Millie Dizon, the Senior Vice President for Marketing and Communications of SM, is the former local chair.
We are devoting a special column each month to answer the reader’s questions about public relations. Please send your comments and questions to askipraphil@gmail.com.
Image credits: Vadym Pastukh | Dreamstime.com