There’s a phrase on your resume that just became gold: “Managed a remote team.” As more and more startups and tech companies announce they’re remaining fully or partially remote post-lockdown, this skill will have new value. But hey, if you haven’t managed a remote team, no worries. Highly experienced managers have the soft skills already in place to do it well.
I’ve managed remote teams for almost 20 years, first as a publication’s managing editor with a cadre of freelance writers and copy editors, and more recently as head of content at a startup with a small team across the country from me. In my experience, there are five key elements to managing successfully from afar.
Communicate clear goals and tasks, as well as accountability.
Chances are, with a remote team you’ll have less of a window into everyone’s day-to-day work. To compensate for that, you need to be extremely clear on what’s expected and build in accountability. Most people find this structure reassuring, so goal-setting is actually both motivating and comforting. A corollary: Expectations should be written. Asynchronous communication is an essential element of remote work.
Trust your team to complete the work.
Not being able to “see” that your employees are working can feel concerning. But as long as you have a way to measure results (see above), there’s no reason not to trust your team. A micromanager does not do well as a remote manager. The beauty of working remotely, is that people are able to work in whatever way suits them best.
Have systems and processes in place.
The activity of a remote team is by nature much less organic than in-office days. Systems and processes allow both efficiency and comfort. If you’ve worked in an established company, you’ve no doubt been handed systems and processes when you’ve stepped into a role. In startups, depending on the age of the company and experience of the founders, you’re less likely to inherit them. But the good news is that you can create exactly what you need. What you can’t do is to forgo structure and assume everything will just come together.
Select the best type of communication for the situation.
It takes some experience to understand the dynamics of the slew of communication tools we now have access to. Text? Email? Slack? Phone? Video? Your ability to choose the right tool for the conversation–and train your team to–can be a huge efficiency-booster. As a rule, the more complex or charged the situation, the more likely you are better off speaking in real-time.
Create ways to connect on a personal level.
Even introverts value the human connection of being on a team, but one of the larger challenges to remote work is helping everyone feel a part of that team. There are plenty of watercooler-simulation apps that create casual interactions. But simply beginning each call with a question unrelated to work is a decent (and free!) start. If health conditions, proximity and/or budget permit, getting together in person occasionally cements the bonds.
In my experience, remote teams can work really efficiently, while still creating strong relationships and a culture that employees love. Highly experienced managers offer a unique blend of skills to make working from a home a win both for the company and the employees.