Apr
17
2014
5 tips to help manage a remote team
For a variety of reasons, for example through reorganisations, mergers and matrix management structures, remote working is becoming more commonplace across all sectors. Remote workers can offer greater flexibility, you can select employees from a much larger talent pool and, with modern technology, the communications barriers are coming down. However, with these benefits come a number of challenges.
Overcoming the obstacles
Unfortunately, as yet, no one has pointed me towards the book or even website that definitively tells you everything you need to do to get remote working to work, but from my research, I think there are a few things you might like to think about:
1. Frame the challenge as a team management issue, not just managing a remote team
There is widespread agreement that you will first need to ensure that your general team dynamics are working right. Remote working adds a layer of complexity that will expose any shortcomings in your current approach to managing a team and collaborative working.
2. Strategy vs culture
“Culture eats strategy for breakfast” so whilst I would of course encourage you to think and plan strategically and have strategic clarity, be aware that a remote office will develop a culture and practice of its own. You may want to think about the issues raised in a Cultural Web analysis:
Figure 1: The Cultural Web Paradigm from Johnson and Scholes
3. Think through the line management issues
It’s quite common for remote offices to have two management lines – one that deals with the physical issues (for example site management) and one that deals with the work content (task management). If this is the case with your organisation, make sure these lines are well coordinated further up the line.
4. Time management
Like most managers you are probably stretched for time and may not always be in control of your own agenda. Managing remote workers can exacerbate these challenges so you may want to consider getting an administrator to help you, if you don’t have one already. And, you need to be clear about your priorities and ensure your administrator understands these too.
5. Communications is key
Building on these individual, team, change and cultural issues, here are some specific suggestions:
Make remote workers feel valued and part of the team
- Be very inclusive. Invite their leads to meetings. Solicit feedback and advice. Involve them in participative planning.
- Don't be late for your one on ones.
- Over compensate rather than play catch-up. It’s so easy to walk across the office in the same building; so much harder to avoid making everything a big deal over the phone.
- Use high quality video-conferencing and make sure your communications are proactive as well as reactive.
- Go overboard with recognition for jobs well done. If the leader doesn't say something, peers usually don't know what happens in remote offices.
Let them have their independence
- Don't make them conform to all of your organisations policies and procedures if they are not relevant.
Be vigilant about any problems and nip them in the bud
- Get to the bottom of issues at the individual level, not the group.
- If emails don't get issues resolved in two rounds, get the conflicting people “round the table” to talk one on one.
- Make sure plenty of people travel in both directions and that there is lots of face time in groups and one on one. Don't send the same people all the time.
Howard Exton-Smith is a specialist in business, programme and project management. He has particular expertise in strategy development and implementation, organisational effectiveness and marketing. In partnership with the Centre, Howard has developed a portfolio of management development courses, including: Business planning, Strategic planning and thinking, Monitoring, evaluation and impact assessment and Partnering for success.
From strategic planning consulting through to facilitation of awaydays and planning meetings, and from Board retreats to stakeholder consultation, Howard is available to work with you and your organisation using the same tools and techniques you will experience on courses here at the Centre.
