Amid COVID-19, many managers are perhaps for the first time being called upon to manage a team remotely.
Effective remote management includes having virtual team meetings, where everyone on a team meets on a virtual platform at the same time, and having 1:1 meetings with direct reports.
To have high-substance meetings and 1:1 dialogues, you must establish a protocol for maintaining structure for your team.
The following are some tips about how to manage your direct reports during this time.
1. Decide which remote communication channels work best.
Using webcams and microphones these days is commonplace. But for some of your employees, these technologies may not be readily available to them at home.
Some of your employees may be more easily be able to have a video chat via their smartphone or tablet than their desktop or laptop computer.
Find out what the technological capabilities are of each member of your team. Then, as a team, determine the methods you will use to conduct team and 1:1 meetings.
Seek to find communication and remote meeting channels that keep things as streamlined, and uncomplicated as possible.
2. Establish communication norms to keep one another informed.
Determine how you will check in with each other during the day, and the communication channels you will use, such as video chat, phone calls (conference and 1:1), email, text, or Slack.
Have the team agree on communication norms for using these communication channels.
For example, emails with “NNTR” in the subject line means there is “no need to respond.”
“4HR” in the subject line means you are looking for a response within a four-hour timeframe.
“EOM” means “end of message:” whatever message you want to communicate is in the email subject line.
Video or phone calls may happen in a certain time window during the day.
3. Decide when and how you will use each of the communication channels available to you.
Decide on the times when you will communicate, and the communication methods you will use.
For example, video chat could be first thing in the morning, when you would normally have your daily team huddle to get everyone on the same page for the day and what’s coming up for the week.
A mid-day communication channel by email or phone could be between certain hours, say 1:00-2:00 pm, to address questions, issues, and concerns.
At the end of the day for a final check-in touch-point could be by email. Encourage your employees to send one to two emails per day with topics that they want to address with you, rather than a single email every time a question or topic comes up.
Establish ground rules and expectations for when and how people should respond to or monitor work-related communications.
4. Avoid “management by interruption”
In the bid to be available to direct reports, avoid slipping into “management by interruption.”
“Call me when you need me” can easily become an intensely interruptive policy when everyone is working from home.
This is why tip #2 is so important!
5. Schedule dates and times to continue regular 1:1s with your direct reports.
Don’t allow your 1:1 meetings to fall by the wayside or down your priority list.
It is often a good idea to ask employees to prepare a written recap of highlights and key issues since your last 1:1, as well as open questions to discuss.
Have employees send any work product to be discussed to you to review sufficient time in advance.I suggest the 1:1 meetings to take place by video chat or telephone.
Agree on the actions and timeline employees will take.
Set a date and time for your next scheduled 1:1 meeting.Follow-up with your employees to ensure that agreed-upon actions and deliverables are being successfully acted upon.
These simple actions will help you engage, and effectively manage your people during this challenging time.