It’s been a few weeks, and in some countries, months, since huge swaths of managers and leaders have seen their team members in person. For the vast majority, this complete lack of face-to-face interaction was simply unheard-of pre-crisis, but now, communicating with our teams solely through digital technology, seeing their faces on a screen every day, is starting to feel a little more normal – it certainly is for me.
When it comes to managing our teams, the COVID-19 pandemic has brought a whole host of unique challenges and obstacles which we simply could not have anticipated. The priority, of course, for all of us, is to ensure the health and safety of our people. But, how do we as managers and leaders, when faced with extended periods of lockdown, help ensure our teams are productive, engaged, mentally healthy and happy?
In my mind, part of this is down to establishing new norms as you lead your teams in this new working environment. Right now, your people are looking for consistency and support from you. You can provide this to them by being increasingly self-aware and self-reflective of your actions and, of course, how those actions might be perceived by each team member. You can also provide the support and consistency they’re looking for by forming new personal habits and rituals that you personally commit to, when managing your remote team from here on out.
So, below is a simple checklist of actions to ensure your remote team is as happy, engaged and productive as possible, during this hugely challenging period.
While the COVID-19 pandemic will one day be over, the principles of good management amid constant change, and potentially in an increasingly remote world, are sure to become increasingly crucial in the long-term. So, by proactively establishing new management habits and norms now, when leading your teams remotely through this crisis, you’ll also be proactively investing in your skills, ensuring you’re the best manager you can be in the defining new era of work.
Nick Deligiannis, Managing Director, began working at Hays in 1993 and since then he has held a variety of consulting and management roles across the business. In 2004 he was appointed to the Hays Board of Directors. He was made Managing Director of Australia and New Zealand in 2012.
Prior to joining Hays, he had a background in human resource management and marketing, and has formal qualifications in Psychology.
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