The challenge of mobilizing teams... remotely

What are the challenges for remote managers and teams?

• they have less opportunity than before to develop informal relationships with their teams in order to feel the pulse of the team, such as end-of-meeting discussions, exchanges in the corridor or around the coffee machine, etc;
• they can no longer be in daily contact with their employees;
• they have to deal with sometimes more "formal" exchanges, since the technological interface leaves a certain "barrier" between two colleagues. The risk of dehumanizing a relationship is very real in this context.

Overcoming the challenges of distance

In practice, it is possible to overcome the challenge of distance by investing time and rigor in better understanding their needs, and by offering them greater autonomy. Mobilizing remote teams is therefore a step-by-step process:

• first, the role of each employee and the manager's expectations must be clearly spelled out, so that the employee knows the framework within which he or she will evolve;
• then, they must be given the means to carry out their tasks in the best possible conditions (even when telecommuting);
• and, finally, we must recognize the importance of teamwork.

A few good habits to keep in mind, even from a distance

It's clear that the teleworking measures adopted over the past two years are here to stay. In this context, it seems entirely appropriate that they should be reviewed to ensure they are reliable and sustainable. We know that working with technology is a necessity in telecommuting.

However, don't forget that what may seem simple for you may be much more complex for one of your colleagues.

That's why it's important to check that your colleagues have everything they need to carry out their tasks, even remotely, and that they're fully aware of your expectations in terms of the software they need to use to communicate. In this sense, it's a good idea to draft and pass on a communications policy with which employees know in which context an email, instant message (Slack, Microsoft Teams), video conference or call is to be preferred. A recent Léger study of thousands of Quebec employees also shows that your colleagues may be afraid to question you if they have difficulty using certain software, as this may be seen as a weakness. It's up to you to be proactive and regularly check whether they're feeling fully up to speed.

Organizing regular follow-up meetings, in person or virtually, is an excellent way of keeping in touch with your team members and ensuring that projects are progressing as you wish, to the best of each person's ability. It's also a great way to laugh, relax and keep the team spirit high. Ultimately, these meetings can be an opportunity for you to gauge the level of remote support that each person will need to carry out their mandates. Clearly, online applications such as Trello and Asana are very useful for keeping track of projects, but nothing beats regular human contact. Not to be overlooked!

Adapting your leadership style won't be easy for everyone! Managers with a more directive style will have to learn to trust their employees (notably by defining clear objectives), while more delegative leaders will have to learn to do more follow-up to ensure that projects are progressing and that employees are staying on track. As the context evolves, so must the manager's leadership style.

Reassessing and re-sharing team members' objectives are becoming important points, and in a telecommuting context, informal exchanges to pass on information or validate project progress in person are no longer as possible. It is therefore essential to have identified, in advance, the objectives to be achieved and the various tasks to be carried out by each team member. Will a task take longer than originally planned? Don't forget that, as I mentioned above, some members of your team won't have the reflex to contact their manager at the first sign of delay. It's up to you to set up a control framework and regularly check with your colleagues that they have everything they need to carry out what's being asked of them.

Conclusion

Telecommuting is a new language and a new way of doing things that requires adaptation. The manager must adapt, bearing in mind that the technological interface, distance and exchanges, which are often in written form, can create a form of cognitive bias in which misunderstandings may arise more frequently than before, if objectives and tasks are not clearly expressed. What's more, setting up a task-control framework can be useful if it's combined with a regular get-together aimed at relaxing, laughing and valuing team spirit and everyone's good deeds. After all, modes of communication change, technological tools evolve, but we all remain human!

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