Managers have had to take on a diverse range of responsibilities over the past year, as remote work has become more widely adopted due to the ongoing pandemic. Typically, employees have looked to their superiors for support in the workplace, viewing them as a source of information, a role model for company culture, a confidant and a technical adviser, all in order to keep up with the development of modern working environments. The traditional definition of management has shifted significantly as businesses plan for the long-term, incorporating some form of remote or hybrid working into their strategy.
In the Top Spot, Productivity and Telecommuting
Prior to the outbreak, employers were preoccupied with ensuring productivity amongst their remote workforce. A number of firms have implemented time tracking software and have assigned managers to oversee output levels. However, this approach and the management style it implies are incompatible with the sustained nature of remote working.
Managers should priorities the development of trust with their team members. This can be achieved by refraining from micromanaging and instead shifting their role to a more facilitative one. This involves introducing appropriate tools and communication channels to enable remote working, granting permission for employees to take care of personal matters at home when necessary, and providing assistance in resolving technical issues such as operating system or WiFi problems.
Assessing the productivity of a remote team may be unfamiliar to many managers, but the principles remain the same: trust in your team members. For further advice on how modern managers can monitor the output of their remote staff, please refer to the Forbes article by Damian Scalerandi.
Dissemination of Information Is of Supreme Importance
Having an effective communication strategy in place is essential for remote working, as communication is essential for the success of such roles. However, it is easy for remote managers to communicate too frequently, which may lead to employees feeling micromanaged.
At Works, remote managers are encouraged to have daily message exchanges with their teams, centering around three topics: the previous day’s work, the day’s planned activities and the manager’s role in helping the team to achieve its goals. Additionally, it is recommended that managers spend at least 30 minutes each week having one-to-one conversations with each member of their team.
It is the responsibility of remote managers to identify the suitable technological solutions to promote team communication and collaboration. At Works, managers employ project tracking software to assign tasks and monitor progress, thus reducing administrative workload and minimizing unnecessary discussions.
Damian emphasizes that, although there will always be new technology to install and platforms to explore, the key to successful long-term operations is to have faith in your staff. He states that remote working appears to be a permanent feature.
Third, Managers Can’t Do Remote Work Without Leaders
A manager working remotely should adopt an approach of leadership rather than one of authoritarianism. During this period, employees will be looking to their managers for guidance; it is essential that they feel their manager is providing them with support in both their professional and personal lives. In recognition of Damian Scalerandi.
Works’ management adopted these practices when the company first began as a distributed organization 12 years ago, before the outbreak of the epidemic. For instance, when Damian began working remotely in 2023, video conferencing was not widespread, and internal communication was heavily relied upon. His experience collaborating with teams in the Americas, Europe and Latin America underlined the importance of fostering a reliable environment.
He emphasizes the importance of trusting his team from the outset, which enabled open collaboration and successful projects. He believes managers should be patient in order to create an atmosphere of trust in the workplace. To avoid micromanaging, tolerance and understanding should be exercised, with breaks from work being an integral part of the working day.