Leading virtually requires a new approach and a new mindset. Working remotely has changed the way we work, we learn, we live and we lead. It’s introduced new challenges for leaders:
How do we maintain connection? Are employees working when they say there are? How do we keep productivity up and fear and anxiety down? Are the technology collaboration tools we have secure? Will they expose us to a cybersecurity or privacy breach? How do we protect the relationships with customers? How do we juggle the needs of the health and safety of the employees with the needs of the business?
Leading virtually is similar to face to face; the same management practices and rules apply. However, leading remotely requires leaders and business owners to up their game.
Remote leaders need to be more deliberate, intentional and purposeful. Here are ten new guidelines to lead in a virtual environment:
1. Strive to build trust. Learning how to build, strengthen and protect relationships of trust is the most essential leadership skill to master. In a virtual environment, trust is preeminent. An old saying comes to mind: “When the cat’s away, the mice will play.” Leaders need to extend trust to colleagues in order to get trust. Trusted leaders know trust begets trust and it is the glue that holds a company together. As I’ve written before, many believe trust is an ambiguous feeling, an intangible benefit, a vague attribute earned by leaders with long histories. It’s not. The path to becoming a trusted leader is a holistic approach.
2. Practice empathy. Leaders must understand, empathize and be patient with colleagues, suppliers and customers. They must constantly strive to interpret and to place themselves in another’s shoes and to suspend judgment.
Leaders should consider that everyone has a different setup at home; hence, a different work environment. Many are working with children, partners and pets. For some, their private lives are exposed. There isn’t a distinct line between work and private life. Leaders should be sensitive to the reality that colleagues may feel isolated, vulnerable or out of sorts when working remotely and in many cases have distractions.
3. Proactively communicate. Clear, concrete communication is always essential; however, when leading remotely, it’s even more critical. Leaders must repeatedly reinforce messages, as out of sight can become out of mind. Without the physical connection and the element of body language, verbal communication is prominent. Leaders must pick up the telephone, embrace video conferencing and send video updates. Email should be reserved for reinforcing messages.
The inability to communicate face to face also means that every communication and interaction can take on a new significance.
4. Invest in connecting. Because there is no opportunity for impromptu, informal communication that takes place in a lunchroom or a hallway, leaders must intentionally reach out to colleagues.
One of my clients leads a team of 100 people with facilities in two different provinces. He hosts two twenty-minute virtual coffee chats a day with three people at a time. There is no formal agenda. It’s not a meeting; it’s about checking in and catching up. He tells me since he started this he’s “never felt closer to the team.” People are getting to know each other, and new innovative ideas are surfacing.
5. Create clear goals and expectations. Working remotely requires a higher level of independence and accountability. In a remote environment, making sure everyone knows the vision, goals and purpose is imperative. Reminding colleagues of their contribution to the overall goal is essential. I’ve written before that having this big-picture mindset impacts performance. It doesn’t have to be complicated; the best teams have clear and simple goals, and they review and discuss them regularly.
6. Be humble. Humble leaders act in the best interests of their colleagues, customers and stakeholders. One of my favorite quotes is from Rick Warren, author of The Purpose-Driven Life: “Humility is not thinking less of yourself; it is thinking of yourself less.”
7. Be consistent. Consistency is placed under the microscope in a virtual environment. Inconsistencies that would normally go unnoticed in a face-to-face environment are noticed. For example, if a meeting begins two minutes late, it’s likely to go undetected in a face-to-face environment; however, it will likely be recognized in a remote environment. Not showing up for meetings or for your people can negatively affect the trust equity you’ve built. Consistency and reliability build trust in the leader.
8. Be appreciative and celebrate the wins. Lack of appreciation is the number one reason people leave companies. A Global survey conducted by Octanner found 79% of employees who quit their jobs say a lack of appreciation was a key reason for leaving. People don’t leave companies; they leave bosses. Showing appreciation extends to suppliers and customers, too.
When we work remotely, we often forget to celebrate the team’s wins, achievements and successes. We may not be able to physically shake hands; however, there are other ways to celebrate wins and successes. Colleagues and customers have long memories. Celebrate the wins and demonstrate your commitment to them.
9. Establish guidelines for working remotely. Create structure and establish guidelines to set everyone up for success. These may include expected work hours, dress, appropriate ways to communicate with external customers and stakeholders, the use of company equipment and security and privacy guidelines.
10. Reinforce the company culture. Culture can be defined as “the way the company does things.” It’s rarely written down, and it starts at the top with the leader. Working remotely can challenge a company’s culture and bring about significant changes. This is the time for leaders to lead by example and to reinforce the values and culture.
As these guidelines suggest, leading remotely will bring about significant changes for many. The workplace setting will never be the same.
