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Managing Remote Teams Victoria Roos-Olsson of Franklin Covey.
- 2. The tactical aspects of leading a remote team Managing remote teams Successful remote communication Examining your roles and defining your goals as a virtual team Maintaining high trust through change Leading through change How innovation blossoms during challenging times
- 4. 'We like to give people the freedom to work where they want, safe in the knowledge that they have the drive and expertise to perform excellently, whether they are at their desk or in their kitchen. Yours truly has never worked out of an office, and never will.' Sir Richard Branson
- 6. It all starts with the mindset.
- 9. Know the differences. Change what you do.
- 11. Setting up your team to achieve results
- 12. Help your team members to get clear about the “WHY” behind the “WHAT” and then support them in the “HOW”.
- 13. Know the answer to these three questions: 1. What are the top three priorities of your department? 2. What are your manager’s most important goals? 3. How does your team contribute to your department’s priorities and your manager’s goals?
- 14. HOW can we reinforce the WHY when working remotely and WHY is it so important that we do?
- 15. The “WHAT”: Define the goals and desired results
- 16. The “HOW” is where you want to support, not dictate. And really, a remote environment will help us make this happen!
- 17. Connect new or struggling team members with someone who is doing well.
- 18. There are many things distracting us right now. As the leader, you want to help your team members to clear the path so that they can focus on the HOW.
- 19. Giving Feedback in a Remote Environment
- 20. “I would like to give you some Feedback”
- 21. What do we need to consider, as leaders of a remote team, when we give feedback to our team members?
- 23. Giving Feedback 1. Clarify your intent 2. Ask for their perspective 3. Share specific observations 4. Describe the impact 5. Agree on action
- 25. In times such as now we are learning together with our team members. Use that as an opportunity, not a constraint, to raise engagement further.
- 27. Q & A
- 28. The tactical aspects of leading a remote team Managing remote teams Successful remote communication Examining your roles and defining your goals as a virtual team Maintaining high trust through change Leading through change How innovation blossoms during challenging times
- 29. Webinar Registration: franklincoveynorcal.com 11 Tips for Remote Employees: bit.ly/11-tips-remote Remote Toolkit for Managers: bit.ly/remote-toolkit
Editor's Notes
- Graham: Welcome Welcome to Managing Remote Teams. I’m Victoria Roos Olsson with Franklin Covey and I’m excited to continue with the second session of our 7 part web series for people who find themselves leading remote workers for the first time. Before we get started, I hope you will engage with me though out this webinar. At this point we all had enough isolation. If you look across the bottom of your screen, you can use the Q and A to send questions, comments and ideas. Graham will help us monitoring this box. It might also be handy to have a piece of paper and pen next to you. I will ask you to reflect on a few things. At the very end you will have the opportunity to stay on for questions.
- Throughout this webinar series were going to be giving you access to a lot of GREAT franklincovey content. Last week Suzette addressed some of the tactical aspects of leading remotely. Today we are going into more specific managerial / leadership skills that every leader managing a remote team must practice. .
- I’ve been working as a leader and with leadership development my entire career. I have been working within a 10 minutes walk from 4.000 of my employees but I have also been leading remote teams, with team members in 4 different countries, far before it was a trend. Last year we launched the book “Everyone Deserves A Great Manager” that I co-authored, based on the 6 Critical Practices for Leading a Team. For today I have cherry picked a few of those critical practices that are most helpful for us when leading a remote team. Managing remote team members can mean everything from having a direct report or two occasionally work from home, to overseeing an entire team stationed in a country you struggle to find on a map. Some of you might have done this for a long time ans are asking what the fuzz is all about, but no matter how your team is configured, this much is certain: Remote work, in its various and ever-expanding iterations, isn’t just a fad. According to research firm Global Workplace Analytics, the percentage of the global workforce that works remotely is heading in only one direction. Up. And that seems to be exactly what workers want. In the U.S. alone, as many as 90 percent of workers would prefer to work away from their employer’s office at least a few days a week. So it’s like we are getting pushed into the future by the corona virus at the moment.
- Read the quote. Sir Richard Branson, creator of amongst other the Virgin group, on working remotely.
- So with all those familiar with Sir Richard Branson, Working from home is not a “Sweet escape” or a paid vacation. As a matter of fact, studies show that team members working from home work 7 hours more per week than their colleagues at the office. Even though I believe a few leaders have had that mindset.
- Because it starts with the mindset. There are differences in leading teams who aren't in the office. How you give direction, how you engage with your people, how you inspire them to engage with each other, will require an different emphasis and approach than leading live. If you don’t acknowledge this you will set yourself and your people up to work less effectively. However, the same forces counts. You still want to strive for a highly engaged team. So let’s start by looking at engagement a little closer. I will share the levels of engagement with you. And while I do so I would love for you to consider, where is my team, on average, right NOW.
- Quickly walk through the levels of engagement. The dotted line: I’m here because I have to, or I’m here because I choose to. POLL – discuss the results. Remember, this is your best guest – don’t let it be your own little secret. Story of culture chock curve w my daughters. Share this model with them. Discuss. ASK – what does it take for you to
- This is how we define the feeling of being highly engaged: “I’m a valued member of a winning team doing meaningful work in an environment of trust.” Which in essence is our definition of engagement. But let’s look at the picture here. What do you see? Why do you think we picked it to symbolize a valued member, of a winning team, environment of trust? What is different from our situation today?
- So it starts with the mindset. But we need to know that there are differences which will lead to us changing how we do things. So let’s talk about what we need to do differently, or as it happens, more of, to keep engagement and effectiveness high. We will briefly touch on communication and listening, as that is the focus of next week. But spend more time on setting your team up to achieve results and why a culture of feedback is more critical than ever and how to create it on-line.
- Our ability to listen. What can we do to listen empathically when not being in the same room? Share your best practices in the chat. This is a corner stone. Next week we will have a full session on it. But remember, once a few of our normal “cues” to communication disappears we need to focus more on using the other cues.
- So now how do we set up our team to achieve results?
- State: Giving people a compelling “why” helps them understand and buy in to the bigger picture for the work they do. Part of your role as a leader is to make sure your team members know the bigger “why” behind the “what.” THE WHY – most leaders undercommunicate the WHY even when we have the chance to meet our colleagues face to face. You want to make this such a compelling picture – that everyone on your team will want to make this journey.
- Take a moment and write down on a piece of paper the answers to these three questions. You don’t need to share the answers. Read the questions out load. Give them a moment. Make the point that in these times these answers need to be crystal clear. Not only to themselves, but to EVERYONE on their team.
- THE WHY – most leaders undercommunicate the WHY even when we have the chance to meet our colleagues face to face. You want to make this such a compelling picture – that everyone on your team will want to make this journey. If things around you have changed – and people used to buy into the WHY – you might want to re-evaluate this. Last week Suzette said what she does to assure everyone is on board: I typically find I need to do at least 3 channels of communication. I try to stack them, so generally I will give a message in a team meeting, follow it up with a detailed email and then say it again on a 1:1 meeting. What do you do to reinforce the WHY to your team? CHAT Here are a few best practices: Always start each meeting with the WHY. Let members on your team take turns to share the WHY and what it means to them. Discuss the contribution to others from your WHY. Talk about what it will look like when achieved with excellence.
- State: The “what” is all about defining desired results. You need to set the few key goals for your team that help you achieve the broader organizational priorities. • Effective goals achieve the “why” through your team’s contribution to the organization. • You can achieve only a few goals with excellence. The more goals you have, the less chance you have of achieving any of them with excellence. You might also want to consider if the goals are the same as they were a few months ago? It might seem obvious to you that they have changed, but are they to all your team members?
- I believe that this is one of the many positives of leading a remote team. It goes back to the mindset. And who knows, maybe this is the push that we have been waiting for, to truly get leaders to stop worrying about HOW things get done (apart from coaching, giving resources, etc) but focus more on the results that the individual achieves. This is also about DELEGATION: examples two good and bad:
- As Suzette mentioned last week, it’s a great idea to assign a mentor to anyone that is new or struggling. The mentors who get assigned feel empowered, and often say they learn a lot by teaching. New or struggling team members express feeling accepted as part of the team and results come faster.
- How do we feel about getting feedback? I’m going to share a few simple tips on how to give feedback, then we will break out again, for you to add to this list.
- Let them share via the chat. Instruct: “write down the key insight from your group discussion in the chat. Then take a moment to revisit what everyone else wrote” Summarize by adding: Communication logistics can make feedback conversations with remotes easier to put off, especially when you have redirecting feedback to share — an activity that many managers dread and delay for too long, even with co-located. Plus, remotes miss out on subtle feedback cues like body language. For example, a co-located team member might pick up on your crossed arms or other closed body language as a cue that you have concerns about the idea he or she is proposing. Not so with a remote team member (sorry, chat tool emojis are no substitute). Given these built-in barriers to the amount and type of feedback remotes get, if anything you should make more of a conscious effort to provide ample feedback to them. Dedicate 5 to 15 minutes of each remote’s 1-on-1 to giving carefully considered feedback. You could also set a quota for the number of times you give feedback to each direct report to ensure remotes get their fair share (or even consider raising the quota for remotes so you’re sure to meet their needs).
- State: When you are giving feedback, there are two different types. Each one has different benefits. As a leader, you need to give both types of feedback to help your team members develop and stay engaged. Let’s first take a deeper look at the value of reinforcing feedback. VOTE for the behavior you want more of. It can save you time and money and also improve engagement. Redirective. Both of them actually follows the same path.
- Here are five simple steps to follow when giving feedback. Let me walk through them and let us define what is different from when working together in the same space. Let’s play with the idea that you have a team member that has seen less involved than usual later. That is not contributing during the team meetings. Clarify your intent: Find the “space”: a quiet, focused room, where both you and your team member can be there. Ask for their perspective: In particular in a remote environment. You might not be able to know all the details, so truly listening and understanding what is going on is a great start. “Hey, what did you think about the team meetings in the past couple of weeks? What about your own contribution?” Share specific observations: “this is what I noticed during our last team meeting” “you never came of mute or used your camera, I did not see you contribute to any discussions in the chat” “why is that? Describe the impact: “as a result of that we do not get to take part of your great ideas, it makes me worry that you are not so engaged, if we all ignore the camera we don’t get the team engagement” Agree on action: Maybe this is where you find out that engagement is the key, the challenge could be bigger than “just” not taking an active part of the team meetings. Or maybe there is an issue with finding a quiet space in the house. Or, maybe the individual has not seen the importance and understood the impact of showing on camera and participating on the meetings. AND MAYBE they don’t find that you as the leader facilitate good and constructive meetings. Maybe, you will need to listen and learn as well here.
- Ask: What is the value of seeking and getting feedback? Please fill in your answer in the CHAT: Share own examples: Drawing with team, Marcus and his team, 1on1 If working remotely is new to you and your team, this is critical right now: you need to get their input on how they feel you are leading the team. What do they need from you right now. You can ask the team to discuss: For example: team I will put you into breakout rooms. I would like each group to think about something that I as your leader can STOP, START or Continue in order to be a better remote leader.
- Don’t be afraid of learning together with your team members.
- Yes, we can all agree that working remotely is no vacation. As a matter of fact it can be the opposite. And now in particular with Covid-19 and a possible financial break down, it’s really important. These photos are from my street. Normally I walk really fast (I mean fast enough for most people to complain, ha, ha) but I’m trying to do the opposites right now. Really walk slowly, taking in the beauty, appreciating being able to be outside. Being grateful for what is going on.
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