Managing a Remote Workforce for the First Time (or the 100th Time)

 In many work environments today, remote work is an expected benefit, but that does not mean that every manager or employee is prepared for it. In times of high stress or crisis, a lack of fit for remote work can even be exasperated. There are lots of resources and theories about remote work, so I have boiled down my favorites for leaders managing a remote workforce for the first time. It’s also a great refresher for the veteran remote manager.  

Set Clear Expectations 

Every manager should set clear expectations with their teams, regardless of remote work status, however, it is even more critical when you work remotely from each other. As much as we might all wish to read each other’s minds from time to time, we can’t. Your team members don’t know your preferences unless you tell them. Oftentimes, we assume “commonsense,” and “they should just know not to do that.” I guarantee that our two definitions of commonsense and what not to do are different and we all know what assuming can do.  

Save everyone a lot of headaches and set expectations about the following items upfront, or as soon as possible: 

• Work hours and availability (daily schedule, in-office days, etc.) 
• Meetings (optional or mandatory attendance, webcam use) 
• Technology use (instant message availability, email return time, intranet use, etc.) 
• Travel to the office (when and how often) 
• Computer maintenance and downtime issues (whom to contact or notify when issues arise) 

 Protect Your One-on-Ones 

Things can pile up quickly and it may be tempting to cancel your one-on-one check-ins with your team members, as a manager, especially a remote one, it is absolutely critical that you resist this temptation. One-on-ones are a unique opportunity to build rapport and help team members feel plugged into the team and the company. The primary benefit of a one-on-one is for the employee, not you as the manager. Be sure you are setting aside time in these meetings to deliver general updates, even though they may seem irrelevant or a waste of time to you, it builds context and trust with your team. 

Be Intentional 

With a remote workforce, communication has to be intentional. Employees cannot rely on chance encounters or serendipitous ideas and it is harder to have the kind of casual conversations that can lead to impromptu brainstorming. Online opportunities for these kinds of encounters have to be cultivated. Remote work changes the nature of the interaction, but it doesn’t have to inhibit relationship building and creativity. 

 Create alternative ways to communicate in a “live fashion” on your favorite direct messaging tool. This informal means of communication may feel like a distraction, and sometimes it is, however, when used well it gives more than it takes. Try to check-in informally and generate impromptu conversations by asking open-ended questions in a direct message, like “I know it’s been a crazy week, how are you doing?” Try and do this a few times a week with a different person each time. You will learn new things, and this can become your new water cooler and “management by walking around.”  

Secondly, to avoid miscues and misinterpretation, you have to match the communication medium to the type of message you are trying to convey. For example, weekly check-ins would be best be completed via video chat to ensure you are able to perceive some non-verbal cues and foster better rapport. Working remotely can become especially challenging when some employees are face-to-face while others are online in the same meeting. Visual cues are missed, and remote employees may feel they can’t get a word in edgewise. However, if everyone is virtual, you learn to build around those needs.  

Set the Example 

As a leader, you set the example for your team for effective remote work. If you are unresponsive or contradict your own expectations, you should start anticipating the same from your team. There are a few places where it is critical to set the example: 

• Follow remote work best practices – there is a lot of information out there about how to work effectively remotely, implement as many as you can.  
• Always have your webcam on in virtual meetings – video is critical to building relationships in remote work, there are still many non-verbal cues you can catch from video. 
• Be responsive in direct messages and email – direct messages from your team should be returned the same day if not sooner, and emails from your team should be returned within 24 hours. As a remote employee, you are reliant on these channels of communication and a lack of response can become a productivity block for your employee. 
• Be on-time to meetings – we all suffer from back-to-back meetings, but make it point to demonstrate to your team that their time is just as important to you as your own. Consistent tardiness to meetings sends a value message whether you intend for it to or not. Block your calendar to reduce back-to-back meetings and create breaks so you are not forced to be late to your next meeting just to grab a bio-break. 

When you miss something, and you will, own it and commit to doing better. This will start the process of creating a safe space for your team to make mistakes and hold each other accountable, making it easier when you will have to hold them accountable.  

Remote Productivity is Real 

Productivity is not contingent on co-location. As a manager you are likely not providing hour by hour oversight of an employee’s work in-person, so don’t fall in the trap of assuming it is required when working remotely. Productivity is a skill and is developed with clear expectations, goals, coaching, and consistent dialogue with team members regardless of location. It can be scary to not be physically available to your team, but you can still provide the support and guidance they need effectively remotely, it just requires a little more creativity.  

A challenge when working remotely is that it can take longer than preferred for you to realize that someone is doing something inefficiently if you are not working side by side. One of the most important things you can do, especially in a virtual environment, is to offer honest, direct feedback when productivity is declining. Don’t wait and don’t assume it will resolve itself on its own, have a conversation about the challenge the next time you can. It is much easier to discuss and resolve a concern in a meaningful way that is fresh than trying to remember it a month or longer later.  

Being able to manage and work remotely can be incredibly rewarding or incredibly scary and disheartening. Don’t assume you will just be great at it in the beginning, it is a learned skill and even the most skilled remote manager can benefit from a refresher from time to time. Lastly, you are only half of the equation, employees can and should follow remote work best practices to set themselves up for success. Find an article that resonates with you, share it with your team, set expectations, and be an example.   

Bonus Points 

I wanted to provide some software tools that I have used or have been recommended to me when working remotely with your team. Neither my company nor I am getting any benefits for sharing these tool recommendations.  

FunRetro - Tool you can use for your regular sprint session to discuss what went well and what didn't. ($0 - $90)

Miro - Online collaboration and whiteboarding platform for teams and organizations of all sizes. ($0 - $16)

Monday - Cloud-based Work OS, where teams create workflow apps in minutes to run their processes, projects, and everyday work. ($49 - $99) 

Notion - All-in-one workspace where you can write, plan, collaborate and get organized - it allows you to take notes, add tasks, manage projects & more.  ($0 - $8) 

Slack for Outlook - Automatically sync your Outlook calendar so your status updates to reflect your “in meeting” or “out of office” status. (Free)

planITpoker - On-line planning poker app that helps Agile project teams estimate projects easily. (Free) 

smartsheet - A work execution platform with a familiar spreadsheet-like interface that helps teams plan, track, and manage projects in real-time. ($14 - $25)

Standuply - Automates Agile processes via team surveys in Slack. Be flexible with asynchronous text and voice/video standups and other recurring team meetings. ($0 - $17)

TimeBot - Managing time-off requests, holidays, vacations & sick leaves right from Slack!  ($1.00 - $2.50) 

UXPressia - Online tool for customer journey mapping, creating personas and impact maps. ($0 - $24)