I was reading a Business Weekly article back in late July and I was not surprised to see that remote work was a topic of discussion. This particular article piqued my interest as it shed light on an interesting phenomenon known as “proximity bias” — the tendency of managers to favor in-office personnel over their remote counterparts.
It’s no secret that remote, or hybrid work is favored by employees due to its flexibility. As leaders, how does one recognize and address the challenges that it can possess for leaders managing remote and hybrid teams.
Leadership in the Age of Remote Work:
An observable struggle among leadership lies in the traditional models of management that are proving to be ineffective in the context of hybrid work environments. This leads to the challenge of unconscious bias towards those that leaders tend to see in person vs those working remotely.
Solutions for Distributed Workforces:
What are the approaches that can enhance our leadership and management of dispersed teams? The article emphasized that "old models are not working with new ways of doing things." Here are some actionable strategies:
Technology as a Communication Linchpin: Utilize platforms like Slack and Trello (my personal favorite) to effectively manage tasks and projects.
Focus on evaluating and ensuring communication of clear expectations.
Prioritize the establishment of concise and actionable objectives.
Be proactive in connecting regularly with your team.
Leverage real-time tools, including messaging and video meetings, to gather your team at a moment's notice.
Cultivating a Culture of Trust:
A Gallup study that resonated me revealed that only 21% of employees have strong trust in their organization's leadership. Trust is the bedrock of successful collaboration, and it begins with leadership.
With each interaction and decision, we have the opportunity to strengthen the bonds of trust and collaboration within our teams. Let's lead the charge in embracing remote work as an equal partner to in-office assignments.
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