In March of 2020, employees started moving to a home-based remote model, something managers were not equipped to manage. A recent Harvard survey found that more than 40% of managers were struggling to keep their remote staffs engaged. It was no wonder that employees were understandably distracted by the very real threat of contracting COVID-19. For many, work was a welcome distraction that kept people connected over a long period of time.
Years later it is
clear that working remotely is here to stay. Managers now face the challenge of managing their teams in different places and even in different time zones. While most managers prefer to have their
employees in the office, they are often met with pushback from employees who have become accustomed to a work-life balance that works well for them and their families. Given this new reality,
managers are learning to "micro-understand" rather than micromanage their teams.
How do managers use "micro-understanding" to lead their teams? Employees have voiced their disdain for the restrictive micromanagement style of leadership. In this model, employees are subject to constant interference on the part of their bosses, which translates into mistrust. Micro-understanding managers give their employees autonomy. They are there to support the teams and to anticipate any workflow hiccups along the way.
Considering how managers work
The role of the manager is the same whether they are in the office or on Zoom. They are there to motivate their team toward success. Here are best practices of remote managers who have found the micro-understanding sweet spot:
- Be self-aware and open to the idea that you may be micromanaging your direct reports. Resist the impulse to check in frequently and instead give each team member enough breathing space. Also, keep the lines of communication open about any differences in working style and air concerns as soon as they arise.
- It is more difficult to read the reactions of a remote employee. Managers must be more direct and ask remote workers how their lives are going and what their working style is like. Being an empathetic manager helps build trust among the team, as members feel that their needs are being heard by an empathetic ear.
- When providing feedback, don't ambush your employee. Instead, provide them with a detailed document outlining expectations, deadlines and updates. This will allow the employee the time to digest the information and ask follow-up questions in any subsequent meetings. Time will be better spent in regularly scheduled one-on-one meetings.
- Maintaining constant communication is crucial. For example, some organizations find Slack to be key for employees to communicate with one another. Slack allows for real-time responses as well as for giving employees a "do not disturb" option to alert team members that a response will be delayed.
- Be available to your team. It is easy for a team to go off track if the manager is not there to guide them. While time may be at a premium, it is up to the manager to check in with individuals as well as the entire team so employees know the boss is there for them.
Navigating the waters of hybrid management takes a certain amount of on-the-job training to get right. The learning curve can be flattened by learning the best practices from other managers and from the employees themselves.