The 4 basic fundamentals of managing remote work teams

Working from home or remotely is today one of the most valued incentives by professionals when looking for a job opportunity.

Due to the progressive increase in teleworking, organizations need to ensure that their managers and team leaders are prepared to ensure successful remote management.

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The following are the 4 main foundations under which this recent work modality is governed:

1. The transformation of the evaluation system

The management of telework requires a profound change in mentality in team managers, since they must now base their evaluation systems on results instead of visible behavior.

For this to work, an environment of trust must be established and maintained between the manager and each member of her team.

2. The generation of (innovative) communication alternatives

Telecommuting is a challenge for communication since employees may feel less personal connection between them, and therefore, a lesser sense of belonging to the organization.

To combat this effect, the different digital channels available must be used, and regular events must be established that encourage communication and interrelation.

The most common is to hold fixed daily or weekly meetings with all the members of the team, using instant messaging and/or videoconferencing tools such as Workplace chat, Skype, Teams or Duo.

It is vitally important to ensure and respect the celebration and attendance at this type of meeting, and to encourage daily conversations.

Otherwise, employees may feel lost when it comes to successfully performing their duties.

Team leaders must take the necessary time to manage and guide the different members of the team, as well as to ensure optimal performance.

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3. Creating a flexible culture

Companies must create an environment or corporate culture in which professionals do not feel harmed by working remotely, or feel less benefited than those who work face-to-face.

Employees who work under the first modality may not feel comfortable in a situation of physical distance (and by impact, a mental disconnection) with their manager or the rest of their team members.

It is therefore strongly recommended that team leaders openly communicate the different work modalities available within the company (face-to-face, flexible, remote…) with all their employees;

thus ensuring that they are treated in the same way. way and that they have the same opportunities, whenever possible.

Companies must create an environment or corporate culture in which professionals do not feel disadvantaged by working remotely, or feel less benefited than those who work face-to-face.

4. Managing the dangers of “burn-out”

With the use of mobile devices and remote work, the line between work and private life can become blurred.

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Team leaders are advised to carry out different evaluation sessions to ensure that employees who telecommute are not doing it excessive;

because this factor can cause the opposite effect to the desired one: a high level of stress, and exhaustion. physical and mental.

The most significant signs behind this scenario are usually poor performance, a detachment that was not characteristic of that person before, and a general demotivated behavior.

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