We are entering a new season. It seems that we will spend the coming winter (maybe spring and summer as well) in significant isolation. In other words, employees, teams and managers will work in virtual teams away from each other. In fact, my view is that even though the pandemic is over, there will be no return to the old working life.
Especially young people adopted the idea of remote working very quickly, but I see that employees and managers of all ages are starting to enjoy this model. Most people say that they want to work hybrid in the future. In other words, they adopt a model where they can go to the office from time to time, meet and socialize with their colleagues, but mostly work from outside the office. In the last 6 months, companies have realized that this working model is possible. They've experienced that it works that way too. I hear from many managers that in this kind of setup people work longer hours and productivity at work increases. Another thing that's said in a low voice is that actually companies save a lot of money in operating costs...
Just as every person and every family has a character and culture,so do companies havecharacters and cultures. One of the many uncertainties ahead is how companies will be able to sustain these cultures in the long term. How to manage issues such as Belonging, Employee Engagement, Performance?
This is where designthinking comes into play. To be successful in remote work, company managersneed to design,step by step, starting with recruitment, how to build remote teams, how to orientthem, how to integratethem into the company culture, how to retain them , and how to leadboth new and existingteams remotely.
Remote Leadership Trainings for Managers
As I mentioned inyesterday's blog onExecutive Coaching in the Era of Remote Leadership, new challenges have now been added on top of the existing management problems experienced while working side by side in the office. Leaders need new skills in this sense. For these skills, it seems that managers first need practical and grounded "Remote Leadership" trainings and then one-to-one coaching to closely support their development. Of course, there are many issues to focus on in these trainings and coaching support. However, if I summarize the indispensable subjects in such a training;
Providing Motivationin RemoteWork
Remote Employee Engagement Management
Digital Relationship Management
Managing Critical Conversations Remotely
Remote Performance Management and Accountability
Management ofRemote Working Technologies
Remote Trust Building
Remote Uncertainty Management
Remote Change Management
Habit Change
Emotional Resilience
Agility
While the creation of content that is not only theoretical, but also practical and based on daily life, on what managers actually experience, is the top issue in terms of the effectiveness of the training, another equally important issue is the way in which the training is delivered. Sitting executives in front of a computer screen during the telecommuting period, talking through a small video window from zoom or MS-like platforms, showing slides respectively, ironically contradicts the "Good Practices of Remote Leadership".
In which areas do you think the managers in your company should improve during the teleworking period? What do you want to add to the list above? Please share your thoughts with me via the form below.
Other Free Resources You Might Be Interested In
Executive Coaching in Remote Leadership
7 Tips for Managing Teams New to Remote Work
Webinar-Fundamentals of Remote Management
Webinar-Tips for Remote Managers
Webinar - The Basics of Working from Home