The transition to remote working on a mass scale is set to become one of the biggest workforce trends of the 21st century – it looks like it is here to stay. Managers have been thrust into the position of leading virtual teams, many for the first time and with little time to prepare. As we look towards the longer term and more permanent disruption to traditional working patterns, what does this mean for managers and leaders?
The lack of face-to-face supervision and reduced access to information and support presents many challenges. Some of the main themes reported by managers transitioning to distance leadership include staying connected with each team member, maintaining team morale and motivation, running engaged and productive meetings, tracking and communicating progress, and helping their team to set and manage ever-changing priorities.
Effective distance leadership requires managers to work with their teams to reset mutual expectations around the rules of engagement: when and how the work gets done, when and how the team will communicate with each other, and when and how opportunities and support for learning will be provided. Achieving this requires a heightened degree of empathy, cooperation and above all trust.
Research tells us that employees look to their managers for cues about how to react to change, crisis and disruption, so there is intense pressure on leaders at every level to affirm their confidence in their teams and provide ongoing encouragement and positive support.
