A Few Key Leadership Shifts For Remote Working

Challenges of managing remote workers

I’ve read in more than one place that the 5 week transition to remote work we experienced due to COVID-19 quarantine regulations, would’ve likely taken 5 years in pre-COVID times. That’s a lot to adapt to for everyone. While we could easily fill a book on the impacts of this change, I'm going to focus briefly on two major considerations

1. The organization flourishes when the people flourish

2. This new world requires managers to deepen their self-awareness in new ways

As humans, we are hardwired to seek safety, belonging and dignity. People flourish when they feel they have all three. Making people feel heard and understood, and ensuring safety is complicated by remote work. Communication can be impaired - flattened with the shift online. The words we say only account for 7% of our communication. The remaining 93% is split across tone of voice, body language and posture, facial expressions and gestures, eye gaze, proximity to those we're speaking with, among other more minor elements. As leaders I believe that intentional communication and conscious actions are essential to creating a culture that is safe, inclusive and leads to organizational effectiveness. This brings me to the second consideration.

Managing in this new world requires that managers deepen their self-awareness

Earlier this year, pre-pandemic, I attended a talk by Steve McCadam (ex-McKinsey and a recently retired heavy industry CEO). He made three points that I feel are very relevant to this topic: 

1. The collective development of a group is determined by the leader

2. The inner state of the leader is essential for quality leadership

3. As a leader, model the behavior, the communication, etc. you want to see in the team or company. It's the only way for folks to take it seriously.

We need to have awareness of how we're showing up and we need to practice consciously shaping how we show up, our energy and non-verbal communication, our verbal communication, and our actions. That’s why for me, it's so important to build the “body of a leader”. Leadership doesn't come from the head. It comes from the synergy and alignment of our three neural centers  - heart, body and head.

One place to begin is by reflecting on how you personally relate to change. Does change make you feel unsettled? Disconnected? Annoyed or angry? Distant? Overwhelmed? We often don't realize how much we telegraph subconsciously. Even with remote work that telegraphing continues. A next step could be reflecting on the stories, the images, you have about leadership. We all create models of what we perceive leadership to be and then try to emulate them. Are your current stories providing the results you seek? If not, are you willing to reflect on how you're showing up as a leader and work to create new stories about what leadership looks like for you?

The benefit of building this self-awareness is at least two-fold. First, you as a leader are able to recognize and close the gap between where you are and what you want to see for yourself and your team. Second, it also creates the opportunity for new, different types of conversations between you and your team. Transparency becomes an essential hallmark of these interactions.

Model transparency and the straightforward communication you want to see

Ask each one of your folks what makes them feel appreciated and understood.

It’s not one-size fits all, and it may not be the same as your own. 

Ask each individual if they feel safe in this new distributed work environment 

At the team and/or organizational level are you making sure everyone feels safe particularly in remote work/online interactions? Is there cyberbullying in the guise of judgements and side comments employees make about coworkers pulling their own weight? This is especially challenging since the line between work and family time blurs more than ever. 

Ask the women what they need to feel supported 

Women, especially those with kids are commonly taking the brunt of remote schooling responsibilities

Actively seek to understand their particular circumstances

With counties constantly changing which sectors can be open and which activities might be available, flexibility in your response helps each member of your team stay engaged and effective. Your modeling flexibility sets the tone that there are many ways to be effective and that understanding and compassion are valued.

As I mentioned above, people flourish when they feel heard, seen, respected and safe. When they feel they can safely bring all of themselves to work, that their contribution is appreciated, and that they belong to a cause larger than themselves, people will be more engaged, more collaborative and more effective. This can lead to more innovation, greater productivity, better decision-making and better morale. When your people flourish, the organization flourishes.

Feel free to share your feedback, any questions or topics on which you’d like my thoughts.

I would love to make this a conversation. Please share your feedback, any questions or topics on which you'd like my thoughts. If you’d like my thoughts for a specific organization, please schedule a time to speak with me.