Be a great remote leader

It can be intimidating to lead a remote team, regardless of whether you have years of management experience under your belt. So, here are five guidelines to abide by to help you develop into a powerful remote leader.

Express yourself clearly.

Keeping clear and unambiguous communication is the primary challenge of leading remotely. Even while you might believe that sending a text or holding a video conference will make this task simple, the message you intend to convey and the one that your colleagues really hear may be quite different.

You’ll want to consider if a given communication is urgent or not when you’re communicating. Is it okay to send an email instead of picking up the phone? Knowing whether verbal or textual communication will be most effective in a certain scenario is crucial. Additionally, if spoken, you should record every verbal exchange so that everyone has a record of the decisions made. Finally, it’s critical to realize that you might need to interact in a different way with employees who are in a different time zone or who follow a different schedule than you. Therefore, be sure to communicate at times that are convenient for everyone—not just you.

Set a good example

You must set an example for others to follow if you want to collaborate effectively remotely. That can entail being thoughtful when expressing a sincere “thank you” to team members who go above and beyond. After all, you want to foster a supportive and appreciative attitude among your employees. Or, it could mean something as simple as being sure to use your task management system correctly.

Staff will presume that your actions speak louder than words if you stress the importance of something while ignoring it yourself. Making sure to take time off when you’re sick (and letting your team know you’re doing so) is a terrific approach to set an example for your team. Because they may believe that it is expected that they work from home even when ill, remote employees may feel apprehensive about utilizing their sick days.

Also, if your company offers flexible scheduling, be sure to take advantage of it. Once more, make sure you let your team know about this. For example, “Don’t be surprised if you see me online later than usual. I’m putting in a couple extra hours today so that I can head off early on Friday.”

Finally, be careful to set an example for the kinds of interpersonal interactions you want in your team. This may be as easy as constantly making a point to greet team members who are having birthdays with “Happy birthday!” in a public Slack channel.

Get to know the people on your team.

There are many opportunities to get to know your coworkers when you’re at work. Take a team walk, go to lunch, hear them talk about their weekends, observe how they like to set up their workspace, observe how they drink their coffee, etc. However, in distant settings, it is more difficult. If you’re an introvert and this doesn’t come naturally to you, you need take more initiative to get to know your remote coworkers.

Pick a day of the week, for instance, and ask everyone to share an information about themselves (like their favourite TV show). Alternately, you may take some time at the beginning of your weekly meeting to invite staff to share anything fascinating that has been happening in their personal life.

Finding out how your team members would like to advance professionally is another excellent option. You may inquire about their objectives, encourage them to consider the abilities they want to hone, and remind them of the company’s training options.

Define objectives and priorities.

Setting goals and defining priorities is just as important when leading remotely as it is when you are in person. But it’s especially crucial to make sure these are clearly obvious in a virtual world. Without voice tone, body language, and other signals, a message is likely to be misinterpreted. If your team member has some free time, you might give them the following low-priority instruction: “If you get a chance, could you take a look through the documentation for our editing process and make any updates needed.” However, your team member might believe that you expect them to start working on this right now, even if it means rushing other projects.

Provide avenues for staff members to discuss difficulties

All bosses believe that they are approachable. But do your employees truly perceive you in that way? It’s possible that your team is reluctant to raise issues, even if they are becoming more and more serious.

Your remote workers might mistakenly believe that you are too busy to hear about their issues and that you won’t want to be interrupted. Or that you won’t be able to assist them anyhow, you’ll think less of them for whining, they shouldn’t be demanding your attention during a crisis, or any number of other reasons that might discourage them from speaking with you.

Therefore, make sure your team members have the opportunity to discuss issues with you. Be proactive by reaching out to them frequently and asking if there is anything you can do to assist. If your staff members are hesitant, you may highlight that you want to know about all issues, no matter how big or minor.

And Finally 

Running remote teams can be difficult. You might have to fight the impulse to micromanage your staff members, and you might have a sense of isolation from your group. You’ll be on your way to becoming a wonderful remote leader, though, by putting a priority on effective communication and adhering to the advice provided above. You’ll create a solid, cohesive team of individuals who want to stick around because they are confident in your ability to look out for their interests.

Contact Brian to tap into limitless potential and reach greater heights than previously imaginable, with a coach who will help navigate you.

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