It is High Time to clarify your Remote Boundaries.
When the temptation arises, in remote working, to blur the line between work time and personal time, it becomes a high priority to clarify the remote boundaries.
The "what" of leadership doesn't change, the how of leadership does change when we go remote. Let's dig deeper in how we can develop remote leadership processes that make us stay connected to our team members. We have to reconsider our Communication, Trust & Relationships and Coaching approach when going remote.
It's time to clarify Remote Boundaries, if not yet done.
Which boundaries have you explicitly clarified with each of your team members ? Everyone has a personal life; everyone needs to refill his batteries, or take some me-time. Without a commute or a physical space to make the distinction between the ‘home office’ and the ‘kitchen’, it can be challenging to separate home from work.
Some remote workers can switch on earlier, others will switch off later, or because of the other people they share their working space with; partners, children, etc., they may build up their days into different periods of productivity. Wherever possible. these should be respected. I have too much feedback of Y-and Z-gen representatives who are struggling with their workload and work much more than before the Corona-lockdown.
Communication through media and software: new skills to develop
After two months of lockdown, we have probably all experienced the good and the bad of remote communication. No need to dig deeper in this as it became an important topic and all resources are available on the internet with 1 010 000 000 hits on Google (0,43 seconds) on remote communication. Nevertheless as a remote leader you may have to use technology appropriately to do things you have never done before.
To keep up effectiveness, you will need to use this new technology well or your leadership capabilities will be undermined by an inability to communicate. I've experienced Zoom, Skype for Business, Hangouts, and Teams with appropriate soft- and hardware and even if I love these kinds of tech challenges, I have the feeling it takes some time to use all of them unconsciously.
Out of sight might literally be out of mind: build relationships on trust
Remote leaders need to build trust with their team members they don’t see very often. As a remote leader, it is crucial that your team members still understand their role and what is expected of them while they are working remotely.
Trust is developed when your remote workers continue to deliver on time, on budget and to the high standard you would expect when they are in the room.
To build healthy remote relationships you need to work on good, solid working relationships with your team members, and keep regular contact. As in Tuckman's Team-development-model, you could reconsider the "Norming-stage" at least if you've passed the Storming one, which could reoccur due to the new work environment. What are efficient and acceptable regular contact norms?
Roll out distance coaching through the cam
People could feel or even become isolated when on remote work. The most efficient way to understand someone else’s perspective is to ask them. A very effective method to maintain someone’s motivation is to use a web cam.
Knowing exactly how team members are feeling and making sure they understand that their own contribution to the big picture is important is key in remote coaching. Distance coaching techniques is key for current and future remote leaders.
Remote Leadership Conclusion:
Remote leadership might not happen overnight:
- Check boundaries with your remote workers and be transparent in both ways.
- Develop remote technological skills, they should become an unconscious competence to focus on what matters.
- Put trust high on the agenda. Take the Tuckman's Norming-Stage into consideration to build healthy remote relationships.
- Keep Coaching in your daily practices. Distance coaching may seem a bit more unnatural. We will overcome this.
Didier Demaeght @wasabe.be