2. Overview
• The Importance of Trust & Empathy
• Characteristics of High Performing Teams
• Establishing Consistent Procedures & Effective Practices
• Tools to Consider & Additional Resources
3. The Importance of Trust & Empathy
Maintain Outlook Calendars
Stay Connected – Encourage
Bonding
Practice Empathy –
Understand Everyone’s
Situation is Unique
Exercise Flexibility
Share your Space/ “Office"
Mates
4. Common Challenges to Remote Work
• Lack of face-to-face supervision
• Lack of access to information
• Social isolation
• Distractions at home
https://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workers
5. How Can Managers Support Remote
Employees?
• Establish regular recurring check-ins
• Provide several different communication
technology options
• Establish rules of engagement
• Provide opportunities for remote social
interactions
• Offer encouragement and emotional
support
6. Characteristics of High Performing Teams
• Commitment/Trust in Each Other
& Purpose
• Collective Responsibility
• Understanding the Rules of
Engagement
• Understanding of
Team/Individual Goals
• Leadership of the Team Shifts
Occasionally to Drive Results
• Actively Diffuse Tension/Friction
• Engage in Extensive Dialogue –
No Worker Left Behind
• Conflict is Managed, Criticism is
Constructive
• Oriented Toward Problem
Solving & Removing Obstacles
• Personal Responsibility &
Accountability
8. Be Intentional in Your Work
• Create a team atmosphere on the principles of engagement and
connection
• Host a “Remote Work Orientation” with your team to:
• Discuss expectations
• Overview new technologies your team will use, and
• Create a schedule that the team can stick to for meetings and other
communications.
9. Celebrate Success
• Sharing accomplishments and personal and professional
milestones mean more when you are remote
• Recognize employees and colleagues for their good work
• Consider creating a small competition or arranging a
group activity
8 Virtual Office Celebration
Ideas: https://highfive.com/blog/8-virtual-office-celebration-
ideas
11. SUNY Workplace
• Workplace is a secure, private version of Facebook
for the entire SUNY System. The Workplace
platform allows you to communicate on three
levels: personal, collegial and cross-campus.
• Workplace helps you streamline communication,
reduce redundancies and expand communities of
practice through collaboration and knowledge
sharing.
• You can join by visiting sunyedu.workplace.com
12. Microsoft Teams
• Integrated with Office 365, you can use Teams to work with your system
colleagues
• Teams is a chat-based collaboration tool that provides global, remote, and
dispersed teams with the ability to work together and share information via a
common space
• Can use a desktop or cloud-based application (they are not identical)
• Training is available: https://support.office.com/en-us/article/microsoft-teams-
video-training-4f108e54-240b-4351-8084-b1089f0d21d7
13. Zoom & WebEx
• Training guides are available for both
• Zoom is simple and user friendly
• WebEx has many advanced features
• For assistance, please contact the Help Desk
14. Additional Resources
• SUNY Remote Teaching Clinic Recordings
https://sunycpd.eventsair.com/QuickEventWebsitePortal/suny-remote-teaching-
clinic/site/ExtraContent/ContentPage?page=3
• A Guide to Managing Newly Remote Workers
https://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workers
• Marcus Buckingham, "If you lead people"
https://www.marcusbuckingham.com/rwtb/if-you-lead/
• LinkedIn Learning Remote Resources:
https://learning.linkedin.com/blog/productivity-tips/new-to-working-remotely--
these-resources-can-help
Editor's Notes
Both managers and their employees often express concerns about the lack of face-to-face interaction. Supervisors worry that employees will not work as hard or as efficiently (though research indicates otherwise, at least for some types of jobs). Many employees, on the other hand, struggle with reduced access to managerial support and communication. In some cases, employees feel that remote managers are out of touch with their needs, and thereby are neither supportive nor helpful in getting their work done.
Both managers and their employees often express concerns about the lack of face-to-face interaction. Supervisors worry that employees will not work as hard or as efficiently (though research indicates otherwise, at least for some types of jobs). Many employees, on the other hand, struggle with reduced access to managerial support and communication. In some cases, employees feel that remote managers are out of touch with their needs, and thereby are neither supportive nor helpful in getting their work done.
Think about how many of these characteristics are authentically present in your team.
