As the COVID-19 outbreak and stay-at-home orders closed offices around the world, companies were pushed into the deep end of remote work (something many had only grudgingly dipped their toes into in the past). To these companies, it may feel like a painful and sudden transition, but workers have long recognized the appeal of remote work–it’s even been trending in unexpected industries.
Wanting to improve their work-life balance, now more than ever, workers are looking to remote work. A study conducted by Zapier at the end of 2019 revealed that 74% of computer and desk-based workers would quit their jobs for the opportunity to work remotely. Playing a crucial part in employee retention, companies should adapt and learn how to manage remote work well, sooner rather than later. The COVID-19 pandemic may be the push they all needed.
We all remember the pre-pandemic hard work of negotiating desirable remote work agreements between employees, management, and HR departments. They seemed to be barricaded with rules and guidelines, then tracked by anxious micro-managers for months before becoming company policy. Now, with the onset of COVID-19, companies no longer have the luxury of weeks and months of trial and error. Remote work is the new norm.
Managing an all-remote team has taught me a few critical things about what works and what doesn’t. Here are a few tried-and-true communication techniques that can help employees thrive in this new environment.
1. Ask for recommendations from your team
No one likes to have orders barked at them, and few managers like to be the ones barking. Instead of telling someone what to do, present a problem that needs a solution and ask, “What’s your recommendation?” When people feel ownership over the tasks on their plate, job satisfaction increases. This is true for all manager-employee relationships, but especially for a team of remote contractors who have their own workloads to manage.
2. Always share the “why” behind the task
Some things just have to get done. Experienced remote workers know that quality work is as much about managing energy and attention as it is about managing time. When communicating instructions and deadlines, I always try to share the “why” or context behind the task to increase transparency amongst my team and help them understand how what they’re doing contributes to the larger goal. The phrase “in order to” forces you to articulate a desired outcome.
3. If you don’t know the answer, launch an experiment
When our team isn’t ready to go all-in on a new strategy, we design an experiment. For example, when we wanted a way to measure the quality of leads entering our marketing funnels, we implemented two different designs that would allow us to measure top-of-the-funnel metrics against outcomes. Over time, this will allow us to solely focus on the one that delivers the most reliable data.
For a team figuring out how to operate remotely, starting with a series of experiments can help ease the transition. It’s a good way to win the skeptics over and still give optimists the space to dream up how things could be. Attach a measurable goal to a short test and let everyone know you’re not tied to the outcome; you’re using this to satisfy your curiosity.
4. Embrace new collaboration tools
When companies transition from a shared office to a dispersed remote team, they often try to replicate in-office experiences with remote tools. I see a lot of teams relying on video calls and screen shares in an attempt to recreate the hallway conversations and crowded desk spaces in the office. Meetings may be a go-to for collaboration, but there are inefficiencies. First, an agenda, then someone records live call notes, then meeting minutes are sent to the team. Finally, tasks get assigned in a project management tool and the work finally starts. This can mean doing the same work three or four times over.
Instead, embrace the connectedness of tools like Asana, Trello, Slack, and Google Suite. It is very easy to collaborate in a Google Doc while on the phone or chatting with someone. The document shows where your collaborator is looking at all times, and you can post comments to ask questions in real time—allowing you to go straight to the production phase without getting lost in intermediate steps.
5. Assign a news reporter role on your team
Every day, we’re seeing something different in the news. Industries are changing rapidly to meet the needs of consumers and essential workers during the pandemic. For this period of time, assign someone on your team the role of reviewing the news for industry-specific insights. Have them report back what they’re learning and start team discussions around what the news means for your company specifically. Whether or not ideas are put into practice, team members will feel energized when they’re part of creating solutions versus reacting to or worrying about the (often distressing) news.
6. Share this information with clients and stakeholders
While individuals are isolated and teams are apart, communicating metrics and industry news to clients (even those who have paused or shifted their contracts) is critical. Don’t let clients go into hibernation–take an active role in being an ambassador for your industry. Share industry news along with internal metrics (aggregated to protect clients’ confidentiality), as this positions yourself as a leader in this time of disruption and shows your clients you care. Clients may be overwhelmed with the decisions on their plate, so it’s your job to help them understand the industry and how it’s changing.
7. Embrace autonomy
Remote workers are facing new levels of autonomy for the first time, and that can be both exciting and disorienting. For me, managing a remote team is about embracing this autonomy for myself and my colleagues. It’s up to me (and them) to organize our days in a way that best aligns with the natural ebbs and flows in our energy and attention.
In part, use time to create room for compassion within your operations. Work shouldn’t completely consume our days, and our families and loved ones need us now more than ever. Companies can respond to this need by offering daily guided meditations and allow employees to take paid time for walks or caring for family members. One school district in Minnesota even created paid time for self care for teachers—companies can do the same!
Implementing new ways to communicate from a distance may seem daunting, but with time and attention, you absolutely can increase job satisfaction for your team and help everyone feel connected in ways that allow productivity to grow.
