Remote and hybrid work are here to stay. The consensus is clear: Both employees and employers benefit from it. Multiple polls have found that work-life balance, productivity and employee health all benefit when the employee has the option to work from home.
This changes the game for supervisors. It’s a different playing field altogether to train, track progress, foster a team culture, provide constructive criticism — and receive critical feedback — when your interaction with direct reports is over a screen instead of a conference table.
Aidan Biggins, director of recruiting and candidate experience at Tango, has extensive experience with both scenarios. He shared with Built In Seattle several key strategies he uses to ensure productive and engaged teams at the company.
Tango is a rewards, incentives and payments provider that enables client companies to build customer loyalty and employee engagement.
In your experience, what are the differences between managing in person in an office, versus managing team members remotely?
The first thing that comes to mind is interpersonal communication. In real life, those interactions can be spontaneous. That includes such things as water cooler chats, impromptu meetings and over-the-desk conversations. In a remote set-up, it requires more structure with scheduled video calls, chats and regular check-ins.
You also need to take into account culture and team building. In an office setting, culture is often built through shared physical spaces, events and daily face-to-face interactions. But remotely, building the culture requires more intentional efforts like virtual team-building activities, shared digital spaces and regular team meetings to ensure everyone feels connected.
When monitoring productivity, the in-office scenario allows you to observe your team's activities and gauge their productivity through their presence and energy in the office. Conversely, there's a greater reliance on results, deliverables and digital tools to monitor progress and productivity in remote situations.
When my direct reports are in the office, feedback and performance reviews can be provided in real time or through face-to-face scheduled meetings. Remote feedback sessions are typically scheduled and done through video calls. Under those conditions, ensuring clear communication and understanding becomes even more vital.
How do you make sure you stay connected to your direct reports without bombarding them with communication?
I try to stay connected with my direct reports without overwhelming them, which requires a balance between accessibility and respect for autonomy. I have a few tips for accomplishing that by using a concise approach:
First, set boundaries. Define when you're available and set communication priorities.
Staying connected with my direct reports requires a balance between accessibility and respect for autonomy.”
Next, have regular check-ins. Schedule consistent one-on-ones and team meetings for structured communication, making sure to reduce ad-hoc interruptions.
It helps to make use of asynchronous communications. Use tools like Slack or email. Batch questions in one message to reduce constant pings.
I also encourage autonomy among team members. Trust their expertise and establish an open-door policy, allowing them to initiate conversations when necessary.
Always provide a feedback mechanism. Periodically ask for feedback on your communication style, making adjustments based on team preferences.
Use your collaboration tools. Platforms like Monday and an effective use of Greenhouse can track progress and minimize status-check messages.
The rule of thumb is to be concise. Have meeting agendas and ensure your messages are clear.
Effective communication is about fostering trust, providing clear channels for interaction and continuously refining your approach based on feedback. By using these strategies you can maintain connections without overwhelming your team.
What advice do you have for leaders getting acclimated to managing a remote team?
For leaders transitioning to managing a remote team, consider the following advice:
Establish trust and autonomy. Trust is the foundation of remote work. Also, avoid micromanaging. Instead, set clear expectations and trust your team to deliver.
As mentioned previously, have regular check-ins. Hold scheduled one-on-ones and team meetings to provide a consistent touchpoint. This ensures alignment and provides a specific time to address concerns.
Be clear in your communications and explicit in your directives. Without face-to-face interactions, clarity is paramount to prevent misunderstandings.
Also, as alluded to above, leverage your technology. Familiarize yourself with collaboration tools like Zoom, Slack or Asana. These facilitate communication and track tasks.
It’s also important to build team cohesion. For example, organize virtual team-building activities. Remote work can be isolating but these efforts nurture team bonds.
Offer flexibility where and when feasible. Recognize that remote work may involve varied time zones or personal challenges.
Listen and respond in real time. Encourage open feedback to understand team sentiments and adjust management strategies accordingly.
My final tip is don’t stop learning — because remote work is ever-evolving. Stay updated with best practices and be adaptable to the changing dynamics of the virtual workspace.
