Leading a Remote Team

This informal CPD article on Leading a Remote Team was provided by Ayming UK, who aim to improve Business Operational and Financial Performance.

As flexible and hybrid working models become the new norm in many businesses, more managers are having to get used to running remote teams. 

In the pandemic, sending workers home was an emergency response – previously unthinkable for some managers and unimaginable to employees. In a crisis, there was a common commitment to make it work. Now, many people see the freedom to carry out some, or all, of their work remotely as a right. Managers must learn to deal with their own concerns and strike a more delicate balance between control and autonomy.

This capability is one of the skills typically shown by advanced leaders. They steadily increase the freedom given their teams, moving away from micro-management to focus more on delegation and motivation. The leader always retains authority and overall responsibility for the team’s output, but as trust grows, so does freedom.

Coming to terms with new ways of working

First, you must lay the groundwork. Set clear expectations of what you want from your team. You need to trust them, but set guidelines not just for work standards, but also interactions, such as which communication channels to use and acceptable responses times. Then focus on goals and outcomes – not the hours team members are clocking up. If they achieve what’s expected, it shouldn’t matter if they work to a slightly different pattern.

Flexibility is demanded of the manager in turn. The challenge is to switch between different leadership styles as appropriate, while ensuring that members always feel part of a team and you are its leader.

At times amid the uncertainty of the pandemic, managers may have had to show they were in control with a more autocratic, coercive style of decision-making. A team that has only recently made the transition to remote working may need to re-focus on your vision, so set this out with confidence and empathy to inspire change. When there’s a rift in the team, perhaps between workplace and home-based members, an affiliative people-centric approach will be better suited to restoring harmony.

Other ‘primal leadership’ styles (as classified by Daniel Goleman) are appropriate when a more cohesive remote team is settled and operating well. ‘Pacesetting’ involves challenging a highly motivated and competent team to produce quick results; while a coaching style is designed to develop people as part of a long-term strategy.

Managing a remote team is also more challenging because it places greater demands on our emotional intelligence. The manager needs to be self-aware of strengths and weaknesses, particularly in how they relate to communication. For example, how do you come across on video calls? The ability to self-regulate by thinking before you act is also important. Online and electronic communications can seem abrupt and even rude. It also becomes harder to understand people’s feelings and attitudes when they’re not in the room, and there are fewer clues from body language. Empathy is at a premium.

To address these challenges, the leader of a remote team needs an effective communications strategy. Schedule regular check-ins and face-to-face catchups, including any office visits. But engage with team members daily, even if it’s more casual messaging.

Technology is crucial to this connectivity. Email and video conferencing are not enough. The team needs multiple channels, such as instant messaging, noticeboards and forums, dedicated team areas for projects, and collaboration software. Natural interactions shouldn’t be all about work. Chatting about family and hobbies builds genuine connections crucial to team spirit. The team leader cannot afford to ignore the ‘hygiene’ factors – such as technical support and lunch breaks – any more than training, meaningful challenge, and recognition if remote workers are to enjoy job satisfaction.

Working remotely used to be either an operational necessity, or a privilege, for a minority. Post-lockdown, the new terms of engagement present both challenges and opportunities. Managers must ensure the experience is positive for team members and effective for the organisation.

We hope this article was helpful. For more information from Ayming UK, please visit their CPD Member Directory page. Alternatively please visit the CPD Industry Hubs for more CPD articles, courses and events relevant to your Continuing Professional Development requirements.