When it comes to remote teams, if the resource is physically distant, the real risk is that they are also mentally distant. As more people work remotely, a study suggests that if we don’t take extra steps to build trust and connection with our resources, we risk paying a high price in terms of efficiency and inclusion.
Remember that our world is not made only by young people used to “delocalisation”, but also of people that have been experiencing the physical model before: in a recent past, most teams not only worked physically side by side, but also lived in the same cities, ate together and, why not, had children who attended the same schools.
Exactly the opposite as we are today: teams are spread across different regions, many people work with colleagues they have never met face-to-face or sometimes not even spoken to on the phone.
Under these conditions, relationships are often mediated by technology and it can be difficult to create a sense of belonging and trust.
A study surveyed more than 1000 employees and the majority said they worked at one of the company’s sites at least once every while. And when they do, many feel that their colleagues don’t treat them the same way as those who work together every day. In particular they fear that they have different priorities that are not in line with those of the majority.
Remote employees report that understanding the dynamics other than their own workplace is very difficult, and when conflicts arise, they are harder to resolve. Employees who work remotely also report greater negative impacts of such challenges on outcomes than their colleagues who work physically together, including productivity, costs, deadlines, morale and stress.
The solution of having everyone in the same place for many companies is not viable, so it becomes necessary to encourage habits that lead to feelings of trust, connectedness and shared purpose.
So how to deal with this:
A) Check in frequently and consistently. The most successful managers interact frequently and regularly with remote employees. The cadence of contact varies from daily to biweekly to weekly but is constant and usually paired with a regular meeting.
B) Contact counts. Those leaders who have constant contact in person, by video or by telephone have been more successful. Visit remote employees or regularly schedule a mandatory day with your team in person. If face-to-face meetings aren’t possible, at least use technology or more simply the telephone to ensure colleagues meet at least virtually.
C) Communicate at your best. Communicating is vital at all level. The most successful managers are good listeners, communicate trust and respect, inform on progress and do not micro-manage
D) Communicate clear expectations. When it comes to managing remote teams, being clear about expectations is mandatory.People should never be left in the dark about projects, roles or deadlines.
E) Be available. Remote employees should always be able to rely on their manager to address concerns, no matter where they work.
