Qualities of a remote manager Tutorial

Uncover the essential skills of remote management in our video 'Qualities of a Remote Manager.' Discover how effective communication, flexibility, and empowerment can transform your leadership style and enhance team collaboration. In a world of constant change, these skills are vital for success. Don't miss out on insights that will elevate your management approach!

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résultat(s)
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caring,
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and agile,
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regardless of people and circumstances.
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We have a video on the subject.
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These 3 skills are of course also essential for remote management.
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In this video,
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we're going to look at 3 skills a manager
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should particularly demonstrate when
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dealing with telecommuters communication,
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flexibility,
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and empowerment.
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Distance must be compensated for with more communication,
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communication that adds the human element that distance lacks.
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With distance,
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communicate,
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communicate a lot by email and especially by phone and video.
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Keep in mind that 93% of communication is nonverbal,
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55% through gestures,
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and 38% is by voice.
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Therefore,
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use your body as much as possible,
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play with your tone,
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your voice,
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your gestures,
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your smile,
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look at the webcam as much as possible
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so that the telecommuter,
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often isolated at home can feel your presence.
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Have a clear written communication and add images and emojis to give it more life.
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In summary,
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be sure through tailored communication to recreate the feeling of being together,
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the feeling of proximity.
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Buffer's study of February 2020 explains that the main challenge
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for telecommuters is the lack of communication and collaboration,
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20%,
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and loneliness,
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20%.
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The ability of managers and colleagues to communicate well with telecommuters
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will alleviate these main two challenges and instill positive energy.
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Telecommuting will continue to thrive.
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It's not up to the manager alone to be the
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central point of communication between the office and the telecommuter.
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Those who are in the office must also develop
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appropriate communication with those who will be telecommuting.
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This should be jointly defined.
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Telecommuting also highlights the importance of
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feedback and EBF experience-based feedback,
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both individually and collectively.
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Regularly ask individuals and teams what they
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and their colleagues' experiences are with telecommuting.
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Ask them what works well and what needs to be improved.
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Ask questions and get people talking.
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According to a 2015 Delot study,
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70% of employees are waiting for recognition.
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With remote work,
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I imagine this figure is even higher.
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Make the most of feedback.
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Thank you or congratulations because.
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give meaning to your positive feedback by complimenting it with because.
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Explain how the good work of your employee has had a positive impact on you,
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the team.
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The customer
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saying bravo for your commercial preposition has
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less impact than saying Bravo for your
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commercial preposition that gave us the chance to be retained by the client,
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or thank you for the file that allowed me to be
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concise and impactful in the last board of directors meeting.
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Feedback also means speaking the truth and quickly whenever there
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is a creaking in communication or drop in telecommuters' performance.
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Use active listening tools to question and rephrase,
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seek to understand the reason for difficulties.
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Is it a lack of motivation,
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a flaw in the organization of work,
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a lack of clarity about what is expected?
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Now that we have discussed the communication skills useful for remote management,
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let's focus on flexibility.
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94% of respondents want more flexibility in their work.
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Making the transition to telecommuting is a step in this direction.
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And in order to organize this telecommuting,
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it's up to the manager to be flexible in the first instant,
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flexible working hours in accordance with the
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telecommuter charter signed by the company.
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Flexible and agile in their ability to use online collaborative tools,
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flexible in responding to the needs of telecommuters.
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We'll talk more about this later.
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Flexibility is all the more important as an increase in the telecommuting
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goes hand in hand with the acceleration of changes in the workplace.
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The complexity of the situation and the impact of the COVID crisis on
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certain professions has prompted companies to
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break away from their organizational charts,
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to avoid technical unemployment,
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employees have taken on new roles and temporary assignments.
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Managers must adapt their management to growing uncertainty.
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They must become more innovative and agile to
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cope with an increasingly VUCA world volatile,
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uncertain,
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complex,
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and ambiguous.
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In this VuCA world,
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the manager must develop resilience,
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have great personal stability,
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look after themselves and encourage employees to develop this resilience as well.
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Know how to identify weak signals and react promptly in consultation with the team.
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Establish open dialogue,
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all with attentiveness,
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benevolence,
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positive signs of recognition,
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encouragement.
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Discern the urgent from the important to avoid dispersion
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and move from reactivity,
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often common in times of crisis to proactivity.
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I take control of my future and I consciously prioritize.
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Provide a sense of purpose by being inspired by the company's missions and values,
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etc.
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This VUCA world forces us to experiment with new managerial practices,
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including the new reality of widespread telecommuting.
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According to Francis Boyer,
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author of the blog Managerial Innovations,
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we are witnessing
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the end of the command and control model,
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which is being replaced by the culture of
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co-responsibility based on adult to adult relationships,
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creativity,
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agility,
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and collective intelligence.
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Let us build on this assertion to explore the third skill of the remote manager,
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empowerment.
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Taking responsibility as a manager and above all,
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empowering your teams.
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Empowerment goes together with management by trust,
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as we described in another video.
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We can no longer control the employees that we used to be able to in the office.
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We can no longer monitor them directly.
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It is therefore essential to
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empower them,
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give them more responsibility,
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give them more room to maneuver,
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and encourage them to take more initiative.
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It's someone like when your young graduate leaves home,
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they are no longer under your wing and they will have to really become an adult.
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Empowering your employee means letting go of the reins.
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Follow-up continues,
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but it has to be adult to adult.
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I will no longer call it control,
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but follow up,
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concerted and reciprocal.
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Indeed,
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the remote worker has as much need to monitor what is happening in the office
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as you and your colleagues need to monitor the progress of the telecommuter's work.
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Younger generations tell their boss,
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I don't work for you,
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I work with you.
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This statement fits in well with the telecommuting culture
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and it requires actual empowerment of the telecommuter.
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How can you make your team more responsible?
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We offer many videos on the subject.
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Establish objectives and consultation,
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set up delegation plans,
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establish quality reporting,
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give a lot of feedback and EBF experience based feedback,
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both individually and collectively.
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Empowering your teams involves mobilizing them in the decision-making process,
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even from a distance.
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Learn how to use collective intelligence to decide
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together on the team's strategies and projects.
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See the videos on creative meetings,
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the SWAT or the grow model.
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A study has shown that remote workers are less innovative than on-site workers.
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There's some lagging behind of
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telecommuters towards conformism and self-control,
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self censorship and mimicry.
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Telecommuters sometimes develop a disinterest in things
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that do not affect their work.
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Disinterest coupled with the fear of being disruptive
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and unpopular and bringing in new external ideas
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that will lead to questioning and extra work for the team.
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Moreover,
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creativity often arises from informal exchanges on lived experiences,
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from nonverbal cues and unfiltered interaction.
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It's therefore a challenge to sustain innovation
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and continuous improvement from a distance.
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Intercontinental hotels wanted to encourage teams to
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express their ideas during the lockdown period.
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To do so,
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they set up platforms on the expression of ideas.
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Their employees post their ideas on these platforms.
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These ideas are then ranked by their colleagues on the basis of their predictions.
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They bet on the ideas by assigning a score based on the criterion.
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I believe in it,
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I don't believe in it.
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The best ideas are then implemented.
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Empowering means giving,
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putting the power in the hands of the employees.
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Many companies have blundered by putting all the
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responsibilities in the hands of the manager,
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like a mum and dad responsible for their child.
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This is disempowering for employees.
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Some managers liked it,
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it gave them more power and control.
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Some employees liked it too,
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because less responsibility meant less stress on their shoulders,
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especially in the event of failure.
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Remote management no longer allows for this imbalance of responsibility.
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It puts the adult manager back on their feet in front
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of the adult employee who is also on their feet.
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An adult to adult relationship,
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co-responsibility.
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I don't work for you,
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I work with you.
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The employee is not the servant of the manager,
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neither is the manager of the servant of the employee.
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To make a manager or servant is to push them to the opposite extreme,
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towards mothering management.
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In an adult to adult relationship,
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no one serves the other.
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Everyone takes responsibility for working together towards
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a common vision and shared goals.
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Of course,
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I understand the concern of managers
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wondering whether their remote employees will
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be adequately motivated to work and achieve their goals from home.
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Most telecommuters will be extremely productive if
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they have been involved in decision making,
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in defining their goals,
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and in the follow-up process.
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Co-responsibility is key.
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It will help you as a manager to juggle the paradoxes that you wear so valiantly.
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Contradictory tension between
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giving autonomy and following up,
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trusting and developing a form of interdependence through cooperation.
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Being benevolent and demanding high standards and ambition in terms of results,
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to recap,
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here are three essential skills for remote management
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and more generally for managers of tomorrow
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communication,
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flexibility,
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and empowerment.
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3 pillars of management by trust in a Vuca world volatile,
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uncertain,
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complex,
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and ambiguous.

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