Come one, come all, as we unveil a series of blogs exploring the challenges and joys of working remotely. Why start from scratch, when others can pave the way for you?
- An ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organisation.
As a leader in a floating, remote workforce, the management of your team’s performance looks a little different to your mainstream, co-located (fancy, ‘woke’ term for in office) organisation. You’re going to need a different set of metrics to track, plan and review your employees’ work but don’t worry, we got your back.
It’s critical when leading from the front that you model the behaviour you want to see in your team and when it comes to remote work, that begins and ends with clear communication. This is the mothership of distance employment standards and something you have to continually circle back to when analysing both your leadership efficacy and your employees’ output.
As you can’t necessarily physically see Scotty from Marketing (ahem) or Regina from Accounts, your cues on their output are going to look a little different. The key here however, is not to panic react and micromanage. You’ve employed this person specifically for their role because you think they’re an asset to your team; that means that once you've set up your systems and processes and have clearly stated guidelines and expectations, you’ve got to trust and let. It. Go. Sing it, Elsa!
- Remote teams oftens shift away from time-based output to results based output. Sounds nifty, huh? This means taking the clock away and using your performance management measuring stick on the quality of the work being produced, rather than the hours sat at a desk. This is one of the perks of remote work, but it does require shifting your paradigms about what a workday necessarily looks like.
- Results-based ain’t just for your team - it’s for your leadership style, too. This means letting go of micromanagement and trusting your team to do what it takes to get the job done. With clear KPIs and a focus on the what instead of the how, your team can figure out the rest. Give clear and open feedback and set yourself up for remote leadership at its best.
- You need some sweet as methods for tracking performance. This can include specific tools for goal setting and revisiting in quarterly and six-monthly or annually meetings. Using online platforms like Slack or 15Five can help you and your team to check in on how KPIs and other tasks are being met.
Do you find different challenges when management performance remotely? Have any tips of the trade you fancy sharing? I’d love to hear about your experience!
Pick up top tips about workdays and more juicy, remote working information with our fabulous Remote Work e-course for professionals. This e-course delves into how to get the most out of working from afar and sets you up for success from your home office.
Work your way!
Jo Palmer, founder of Pointer Remote Roles
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