Managing Outcomes: Required With Remote And Hybrid Workers

Many teams have transitioned to remote or hybrid structures. However, according to the 2024 Workplace Flexibility Trends Report, nearly 75 percent of employers have not offered managers training on leading remote and hybrid workers.

The report also states that the percentage of workers with the option to work remotely on a regular basis increased from five percent in 2019 to 58 percent in 2024.

Nine hundred human resources, real estate, information technology, and product leaders in the U.S. were polled for the report, released by TechSmith Corp in collaboration with Global Workplace Analytics and Caryatid Workplace Consultancy.

Remote specific manager training should concern more than company policy. It should prepare managers to "identify the opportunities and challenges their team members face in remote and hybrid environments and then decide the tools and actions most effective for their team," according to a global leader with Future of Work & Risk at WTW. Tom Starner "Managers need training to lead remote teams—but most still haven't gotten it" hrexecutive.com (Mar. 28, 2024).

Commentary

According to an article in Harvard Business Review, successful remote management requires "micro-understanding," not micro-managing.

First, remote managers should transition from "managing time, activity, or physical presence to managing results and outcomes." Coordinating, coaching, and orchestrating become essential skills when managing a remote team.

Second, managers must walk a middle ground of being present without exercising excessive oversight or disappearing. This means "being approachable, visible, mindful, and having frequent individual and team check-ins, as well as being a valuable resource to employees in accomplishing their tasks."

Setting priorities, providing clarification, and problem solving are some of the top requirements for a successful remote manager.

Finally, managers must proactively create time to check in with employees and show genuine "empathy and compassion" in order to build "interpersonal trust and connection." Raghu Krishnamoorthy "What Great Remote Managers Do Differently" hbr.org (Oct. 26, 2022).

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