For many of us, the rise of the remote workforce comes as no surprise. For years now, office workers have been abandoning their desks in favor of settings that are farther afield and allow them to work in a more comfortable, and often more productive, environment. And it’s a trend that only promises to keep growing. In fact, according to the International Data Corporation (IDC), the U.S. mobile worker population is on track to grow from 96.2 million in 2015 to 105.4 million mobile workers in 2020. And by the end of the forecast period, IDC projects that mobile workers will account for nearly three quarters (72.3 percent) of the total U.S. workforce.
Although the mobile workforce has been building for some time, managers are, in many ways, still catching up and trying to determine how best to lead their teams when they’re not only not in the same room, but may be spread out over a number of cities, states or even countries. However, because so many organizations have used a remote workforce model for so many years now, and technology has moved ahead by leaps and bounds, leading remote teams is certainly easier than in years past.
Of course, finding your own path to successful leadership will largely depend on your personal style, corporate culture and team members, but if you don’t know where to start or would like to add new techniques and technology to your bag of tricks, you would do well to try these time-tested tips:
- Manage results, not style—Remote employees often have their own style of working. Some may work for two hours, then take a break to take their kids to school or run an errand, then work four more hours, take a break and work the remaining two (or more) later, while others may keep regular office hours. So instead of managing how an employee gets his or her work done, focus on the quality of the work, whether deadlines are being met, whether they exhibit good decision-making skills, etc.
- Encourage teamwork—Working great distances from your co-workers can feel isolating, so make a point to encourage project work that allows team members to work together. This way, your staff will feel more connected to each other, and your department will benefit from shared ideas and greater communication between team members.
- Communicate—Because you can’t just pop over to someone’s desk or grab a cup of coffee in the break room, managers need to take initiative to establish relationships with their teams. Weekly or bi-weekly status calls can often help you address upcoming projects, performance issues, etc. Yet, other times an instant message or email conversation (that may or may not be work related) might be the best way to stay in touch. Whatever your approach is, be clear in your communications—but also let your personality shine through. After all, when you’re building and managing a team it’s important for everyone to know who they’re working with.
- Host web meetings (with video)—With everyone’s camera up and a shared view of your agenda, presentation, etc., your team can not only see each other—and put faces to names—but see the presenter’s desktop and get a clear picture of the information being addressed.
- Give them the right technology—Part of being a good manager is ensuring that your team members have everything they need to work efficiently. And when your workforce works remotely, that means supporting your staff with the right technology. When researching your options, look for software that makes sharing files safe, secure and simple; works on a range of devices, including laptops and desktops, tablets and mobile phones; and gives your workers the power to work on the same documents simultaneously. This way, everyone will have access to the same tools, you can mitigate compatibility issues, and your collaborative efforts can flourish.
- Give them a reason—Remote workers can feel disconnected from an organization’s goals and may not have a clear understanding of where their work fits into its mission. If you share the company’s vision and goals with your remote workforce and address how their work contributes to the success of the organization, your team will feel less detached from the company. This, in turn, inspires remote teams to work toward a common goal and be productive members of the organization.
- Be inclusive and provide praise—When it comes to training, praise for a job well done, and parties, offsite employees are often overlooked or simply forgotten about—which does nothing to encourage loyalty or foster relationships. As you manage your team of remote workers, try to ensure that they have the same opportunities for training as others and receive the same, prompt praise for a job well done that you would offer onsite workers. As for parties and team outings, if remote team members can’t make it to an event, consider giving them a small gift or a few extra hours off in a week. It’s a small gesture, but it can go a long way toward making them feel appreciated.
- Encourage a work-life balance—For remote workers, it’s easy to get caught up in a project or want to make just a little more progress on something before calling it quits for the day. It’s also equally easy to get distracted by projects at home, spouses, kids, pets, etc. The key is to strike a balance between the two. When onboarding new remote workers, talk to them about setting a schedule that they can stick to and setting aside a space designated for work only. Then, at the end of the day, they can shut down their laptops and disconnect from work. This will help them mentally unwind and enjoy their downtime, and start work with a clear head and a fresh perspective the next day.
Finally, as with most things in life, you must lead by example. By taking a proactive, transparent approach to work, being available to your teams and communicating clearly and often with staff in a wide variety of ways, they’ll see that you can not only be relied on, but trusted. They’ll see firsthand how you want the team to function and will follow your footsteps—helping you create a supportive virtual environment that’s conducive to mobile productivity and exemplary work.