In the past few weeks, we have totally changed the way we function. From a few departments to our complete office, we all have started working from home, and it’s unclear until when this will continue. I have a team of 8 people and I am feeling anxious so-as-to how I’m going to manage these teams remotely. It’s a sudden shift from face-to-face interactions to this kind of working and it’s my responsibility to maintain the positivity, passion and a sense of accountability amongst all of them. Looking for your guidance on how I can manage them virtually, especially at this time of uncertainty and anxiety.
Thank you for bringing up your concern and believing in me. I am sure, this is a matter of concern for you, and everyone around the world. The world is going through the storm of fear and anxiety and keeping the team intact, positive and going is reflection of your responsibility and great leadership skills. Whilst fighting the pandemic COVID19 and looking at all negative things happening around, we must also look at the positive side of it; this is the time when most of the people in your teams will show their true colors. You must already be facing issues in dealing with the ones who lack commitment, sincerity and are always available with some or the other excuses.
Before I give you some very easy and implementable tips, I’d like you to know some very important highlights of the recent survey on the impacts of the COVID-19, done by VitalSmarts, US. Here are the glimpses:
Distance has always been a challenge in managing teams. While working remotely, people, very conveniently drag their concerns, or highlight them only when asked, which results in poor performance, deteriorating productivity, loss of time and eventually a failure of a team.
This is clear that communication is the key to manage remote teams. Like we teach in our Crucial skills trainings- teams that can hold candid and effective dialogue—minus the emotions and politics—experience higher morale and team cohesion.
And, as a manager, it’s your responsibility to foster a culture of open dialogue. This is how you can do:
Hope this helps, wishing you all the best!
PS- This blog is inspired by the thoughts of Justin Hale which he shared on 18th March 2020.
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Have similar questions? Submit your queries directly to Mr. Yogesh Sood at - email@example.com
Yogesh is the founder and CMD of BYLD Group. BYLD is the largest group in the South Asian region, offering value-added services in HR, Leadership /Organizational Development, Business Operations, Manpower Staffing, Technology, and Executive Coaching. He leads the board of Indian operations of Blanchard Research and Training, Door Training and Consulting, VitalSmarts (LCPL), YOMA group and Aspectum Consulting, Finland. These organisations have expertise in complete organisational development and performance enhancement solutions, including Consulting/Training/Coaching. Yogesh is an alumnus of Harvard Business School and College of Executive Coaching USA. He founded the first ICF (International Coach Federation) chapter in South Asia in 2015.