Communicating remotely

Managing
Global
Teams
remotely
Communicate to influence and motivate
© 2020 Aun Communication Ltd.

Who we are
Emily
Palmer
Toru
Yagi
2004 Keio University, Tokyo
2004 Suntory, Japan
2015 MBA, NTU, Singapore
2016 Idemitsu Lube Asia, Singapore
2018 Marsh, London
2019 Founded Aun Communication Ltd.
2004 BSc. Imperial College, London
2007 GDL/LPC BPP Law school, UK
2007 UK Government Communications
2008 LLB. BPP University, London
2008 Non-profit Advocacy
2010 Consultancy, Oil&Gas
2015 MBA, NTU, Singapore
2015 Dell Technologies, Singapore
2019 Founded Aun Communication Ltd.

Challenges of remote working
Remote working advice available for Global teams
Communication tips for managing a Global team
Using my strengths - 3 cases
1.
2.
3.
4.
What we won't cover
Technology solutions for remote working:
Monitoring | collaboration | sharing software
Video conferencing solutions
Non-communication management issues
Motivation through reward
Corporate restrictions
Agenda

1.Challenges of remote working
Time differences
Internet connection
Distractions
Arranging convenient meeting
times, especially at short notice
Idiomatic misunderstandings
Conflicting cultural behaviors
Low-context communication
Running engaged meetings
added time and effort needed to
locate information from co-workers
Lack of participation in meetings | engagement
Lack of ownership
Staying connected with each team member
Stress management
Maintaining team morale | motivation
Tracking and communicating progress
Time spent on non-essential work
Managers worry that employees will not work
as hard or efficiently
Team members struggle with reduced
managerial support
Social isolation
Communication
issues
Collaboration or
Management
issues
Logistical or
Technical issues

2.Advice available is not always
useful for global teams
Stick to video
calls
Mix up
communication
channels
Provide an
internal
communication
site
Considerculturaldifferences
Promote an
open
environment
Build rapport
and trust
Think before
you speak
Over-
communicate
Confirm your
understanding
Set some
simple ground
rules for video
conferencing
Develop a team
identity and
outline roles |
responsibilities
Ask how
people prefer
feedback
Focus on
outcomes
Always recap
meetings
Offer
encouragement
and emotional
support
Never forget
'face'
Bridge distance
through frequent
connections
Have non-work
conversations
Make sure you
have small-talk
Vary the
time zone
Establish some
rules
Create a team
charter
Learn about
one another
Develop your
awareness
Slow down
your speech
Don't assume
you're being
understood
Begin meetings with
acknowledging
everyone in the
room
Be present and
mindful
Provide
opportunities
for remote
social
interaction
Maintain a
strong voice
Incorporate
anger
Don't get
angry
Establish daily
check-ins
Centralize
thoughtfully
Let them know
the best way to
reach you

a.Over-communicate
Never assume you have been
understood. Always say things
explicitly and clearly, and check
for understanding afterwards.
b.Always use video conferencing,
where possible
Video conferencing is the next
best thing to face to face. You
need to see the audience's
reactions to check their
understanding.
c.The best remote team
performance requires
complete trust
Since you cannot monitor
your team all the time,
you must trust them to
manage themselves
d.Have lots of non-work
conversations
Since there are no 'office
chitchats' when working
remotely, you need to
keep up relationships
beyond work
e.Establish communications
norms for the team
Make sure everyone has the
same expectations for when
you meet and how to contact
each other
2.Advice available is not always
useful for global teams

a.Over-communicate
Never assume you have
been understood. Always
say things explicitly and
clearly, and check for
understanding afterwards.
Listen for clues in their response.
Over-communicate
Don't assume anything. Check for understanding.
Be as clear as you can. Choose your message | words
carefully.
Too much explanation can be patronising | aggressive.
Different understandings of the 'unsaid'.

b.Always use video
conferencing, where possible
Video conferencing is the
next best thing to face to
face. You need to see the
audience's reactions to check
their understanding.
Use video conferencing
Combine different media, so the message is fully understood.
Find the media most comfortable for the audience.
For speaker, difficult to manage reactions.
Can add pressure for audience to 'react'.
Most similar method to Face to Face.

Trust your team
c.The best remote team
performance requires
complete trust
Since you cannot
monitor your team all
the time, you must
trust them to manage
themselves Remote management is 2-way information exchange.
Lead by example and build trust.
Not everyone knows how to manage themselves.
Trust in a team is built over time, and teams can be immature.
"The best way to find out if you can trust somebody is to trust them"
- Ernest Hemingway
Lack of trust builds fear, creating management issues.

Have non-work conversations
d.Have lots of non-work
conversations
Since there are no 'office
chitchats' when working
remotely, you need to
keep up relationships
beyond work
Non-work conversations can build trust | rapport.
Not everyone enjoys talking this way.
Show genuine interest in your partner, and remember
what they tell you.
Don't force the conversation. It will be obvious.
Listen. Think how you can use this new perspective.

Establish communication norms
e.Establish communications
norms for the team
Make sure everyone has
the same expectations for
when you meet and how to
contact each other
Openness about expectations can prevent unnecessary
misunderstanding or conflict.
Agreed norms will not suit everyone.
Allow everyone to contribute to guidelines, not justdominant voices.
The team should be able to adjust if they sense a need.

3.Reframe. Plan comms. Garden.
DONT try to replicate what you did
face to face.
DO think in terms of outcomes and
how to influence to get the work
done.
DONT use a one-size-fits-all
approach to communication.
DO adjust approach to get the
outcome required.
DONT just make the initial effort
to ask about how a team likes
to work.
DO build up your remote
relationships over time.
2.
Plan all
communication
3.
Garden
1.
Reframe your
role

Step 1: Reframe your role as
Manager.
DONT try to replicate what you did face to face
DO think in terms of outcomes. What do you want them to
achieve?
What's the best way to use your communication time to
achieve the outcomes needed?
Setting clear expectations | goals?
Staying connected?
Joint problem solving?
Making sure they have all they need to stay on track?

Step 2: Plan all
communication.
DONT use a one-size-fits-all approach to communication
DO adjust approach to get the outcome required
Consider:
Audience's perspective
Take aways
Actions required
Benefits of taking action
The flow of your message
The most powerful communication channels
What response are you expecting?
Reflect | gather feedback after each communication. What
went well? What do you need to adjust to help you reach
your audience better?

Step 3: Garden.
DONT just make the initial effort to design a team charter or
to ask about how a team member likes to work
DO build up your remote relationships over time
Regular 'Gardening' helps to grow results:
Water regularly: reach out to team members regularly to
check they have all they need to meet their objectives,
Weed around the plant: Make sure they stay focused on
the main outcome by helping them to shed unneccesary
work or prioritising
Install support structure: help to guide them to manage
themselves better. Give them the direction of growth.
Leverage the diversity in your team to cross-pollinate and
foster innovation - encourage 'Play' problem solving |
hackathons

Can be useful to help you
'read' the demeanour and
reactions of your audience
from any culture, even when
you are not in the same room.
Can help to manage conflict
and drive efficiency during
group meetings, while building
trust across the team.
It can often take longer to
obtain the information you
need, when working remotely.
Prioritising the long term
relationship over the short
term goal can help.
4.Use your Strengths - 3 cases
根回し
Nemawashi
関係性重視
Kankeisei jushi
空気を読む
Kuuki wo yomu

空気を読む
Kuuki wo yomu
Can be useful to help you 'read' the demeanour and reactions of your audience from
any culture, even when you are not in the same room.
If you cannot see, listen to their breathing,
what they don't say, the tone of their voice
and how they guide the conversation.
Try to see their perspective and anticipate
their needs.
'Tune in' to the person you are speaking to.
How is their behaviour is different from yours?
If you can see them, look at their reactions
when they talk, when they listen, or when they
reflect.

根回し
Nemawashi
Can help to manage conflict and drive efficiency during group meetings, while building trust
across the team
Carry out casual/formal pre-calls before the group
meeting to collect ideas and gauge attitudes.
Meeting leader can then invite some team
members to speak or share the collected thoughts
to the group.
Choose the order of approach carefully
In group meetings, there are voices that
dominate and drown our quiet or less engaged
voices.
Decisions can be unbalanced because not
everyone is heard.

関係性重視
Kankeisei jushi
It can often take longer to obtain the information you need, when working remotely.
Prioritising the long term relationship over the short term goal can help.
If you find yourself explaining repeatedly, stop
the call and re-try another time.
If you are too persistent in order to get a quick
result, it can result in damaged relationships.
Build in more slack in your timelines to cover
Language difficulties, misunderstanding, or
time pressure mean issues often cannot be
resolved in one call.
Expect to have more than one call on complex
subjects. Then, you won't expect too much.

Any
Questions?
If you're late to the meeting, let your
team acknowledge you. After all, it's
something you would do when you
enter an actual meeting room.
This is important too if you're joining a
meeting of a different team
and no one knows you.

'Meeting interaction' training
English collaboration development
Communications process set up and
guidelines
Developing a culture of communications
'Leading meetings' training
Influencing global teams development
Specific communications training:
Pitch presentations
Motivational public speaking
Multi-cultural Negotiations
One on one meetings
Exec coaching
Communications uplift program
Global management team
development coaching
Post merger collaboration
Away-day | strategy session
facilitation
What we do: Global coaching
and communication consulting
Communication
Development programs
Manager | Leadership
coaching
Team coaching
www.auncommunication.com
Contact: connect@auncommunication.com

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