Connect with us

Managing Staff

How Much Does Your Remote Team Actually Need to Know?

Even self-sufficient employees who excel at figuring things out need tools and resources only you can provide.

John Rampton

Published

on

remote-staffing
Working remotely is no longer taboo as more and more entrepreneurs, like yours truly, are opting to hire remote teams. There are distinct advantages to having a far-flung team, like gaining access to a deeper talent pool, avoiding the expense of needing a large office and fueling more productivity.

To get the most out of your remote team, however, your team members need to have all of the relevant information – and a few golden nuggets of advice – at their disposal.

How to make remote collaboration real

Communicating and collaborating with your team is key, but this is especially true with remote employees. After all, you can’t simply stop by their office to ask them a question or resolve a misunderstanding. You aren’t gaining the subtle information about their motivations and habits that you pick up in working side by side every day.

Related: How To Know If You’re Mismanaging Your Staff

So how can you effectively communicate and collaborate with team members who aren’t in your immediate proximity? First, look in the mirror, and strengthen your communication skills so you can explain yourself clearly and concisely. That includes learning to identify the right tools for the specific communication job, from email to Slack to video conferencing. You shouldn’t have serious conversations about performance via Slack; you also don’t need to burden a staffer with a 10-page memo for two kernels of information that apply to her situation. Keep your team notified of any workflow or company changes though group emails.

Make sure that each communication channel has a purpose and that your team knows how to use each; attempt to occasionally have in-person meetings or retreats for the team to maintain a collegial vibe and keep up a feeling of team camaraderie. Encourage your team to ask questions and raise concerns.

More tactical tools can also be helpful. Calendar and management tools should be streamlined and accessible to your entire team so you can schedule meetings and track productivity across multiple time zones. Take into account time zones when scheduling meetings; if an employee can’t attend, record the meeting so it’s accessible later.

Provide contact information or a staff directory. This eliminates the middleman, allowing your remote team members to go directly to the source. Give your team access to relevant files and software, and share everything from company mission statements to long-term plans. Ensuring your remote team members are still absorbing the culture of your company is crucial to consistent work and employee retention and engagement.

Empower employees by handing them the reins

If you hired a content specialist for your company’s website, for example, that’s her responsibility. She’s churning out written content for your blog and helping your marketing team develop sales collateral. Hand the reins over, simply ensuring the remote worker is actually doing the work she was hired to do. Empowering her by making yourself available – while avoiding hovering – will spur increased productivity for both of you.

Once remote workers are on board, you also need to provide them with guidelines and procedures. This allows the writer to jump right into an article, knowing exactly what’s expected. And if she has a question down the road, she can turn to the document instead of waiting for me to respond. If she finds a problem not addressed by the document, that triggers an update to our procedures so others who run into the same problem know what to do.

Can remote workers achieve work-life balance?

Even seasoned remote workers struggle with work-life balance. Because they’re not clocking in and out, remote workers tend to overwork, not underwork. There’s no clear divide between their home space and their workspace. This can eventually lead to burnout, which isn’t good for you or them.

As a leader, you can work against this tendency. Don’t assign more work than your remote workers can handle in an allotted time period, and encourage them to step away occasionally. The only way to find out whether this is happening is by communicating with them frequently so you can gauge how they’re doing. You can also use time-tracking tools to see how long they’re actually working on a task, and then plan accordingly.

Related: What is the best way to recruit and incentivise new staff?

Experiment with schedules

calendarWe all have different times of the day when we’re most productive. For some of us, that could be first thing in the morning; for others, it’s at night. Encourage your remote team members to find out when they’re most productive by experimenting with their schedules until they find their “prime time.”

Generally, our prime time is based on our own ultradian rhythm. This is a recurrent cycle that our bodies go through daily. Have your team members download this Prime Time Calculator Spreadsheet so they can determine when they’re most productive.

An even easier method is having them track their time. This can be as simple as writing down how they spend their time each day for a week or so, noting how long they spent on specific tasks or how long communication with a certain client required. There’s also time-tracking software you could invest in to easily view the team’s productivity at a glance.

Also, remind remote workers to note how they felt. If they’re tired and spending 45 minutes on social media in the early afternoon, that’s definitely not when they’re most productive.

Limit distractions

Remote workers struggle daily with unclear priorities and constant distractions. Be empathetic as they sort this out. It may involve some trial and error, but if you guide them, your team members will get this down pat.

To steer your team in the right direction in regard to priorities and distractions, encourage your team to keep their to-do-lists short. This should include only their top two or three goals for the day. (On your end, this means not bogging them down with lengthy to-do-lists.)

To meet those select high-value goals, let them know the power of scheduling. I plan my entire day the evening before; this keeps me focused and prevents anything that’s unplanned from wasting my day. To that end, give them tips on how to eliminate distractions. I let my remote team in on my secrets: This includes turning off email and message notifications on my phone and batching similar tasks together. If I work from home, I sometimes place a “Do Not Disturb” sign on my office door.

If you have something important to discuss with an employee, don’t email him throughout the day. You’re better off scheduling a five-minute phone call to address the matter. This way, everyone can stay focused on work instead of sending back-and-forth emails for hours.

Encourage employees to be their own tech support

Remote workers are completely at the mercy of technology. This means if a computer crashes, their internet connection fails or their power goes out, they have to fix it ASAP or make their way to another location. Either solution results in time spent not working. And if they don’t seek out those solutions, they’re not making money, as well as falling behind on the work you’ve assigned.

As such, they need to serve as their own tech support when they experience hardware or software problems. The first place to start is to let them know who to speak to. If their internet goes down, they should have the direct tech support number for their internet service provider. That eliminates time wasted on the phone with an employee who can’t assist them. It also helps to ensure employees have a mobile hotspot in case of emergencies.

Related: Free Payslip And Contract Of Employment Template Download

If you have an employee who seems to excel at IT problem solving, you may even suggest that she take some online tech support classes. For a small pay bump and reimbursement for the classes, she can add to her skill set and serve as your team’s go-to tech assistant in addition to her regular duties. This can empower your employee and provide others who are less tech-savvy with some needed relief.

Remote workers tend to be self-sufficient employees who excel at figuring things out. That doesn’t mean, however, that they don’t need tools and resources only you can provide. Think through the ways you could be hampering your remote workers’ productivity, and do your best to get out of their way so you can both reap the rewards of remote work.

This article was originally posted here on Entrepreneur.com.

John Rampton is an entrepreneur, investor, online marketing guru and startup enthusiast. He is founder of the online invoicing company Due. John is best known as an entrepreneur and connector. He was recently named #2 on Top 50 Online Influencers in the World by Entrepreneur Magazine and has been one of the Top 10 Most Influential PPC Experts in the World for the past three years. He currently advises several companies in the San Francisco Bay area.

Managing Staff

5 Things To Do When An Employee’s Performance Deteriorates

It can be confusing and frustrating when a successful employee’s performance takes a nosedive. Intervene effectively using these five steps.

Liz Kislik

Published

on

employee-management-advice

For all kinds of reasons, even longstanding, highly productive employees can experience a performance slump at some point. The Towers Watson Global Workforce study showed that up to 26 percent of workers surveyed said they felt disengaged, and another 17 percent felt detached.

As a founder, you may not always find an obvious way to get someone back on track, but the investment of energy you would need to turn this situation around is still so much less than what would be needed replace and train a new employee.

So, the upshot is that it only makes sense to figure out what’s going on and take action. Ready? These five approaches may help.

1. Ask explicitly if the employee is okay

And find out if there’s anything that you should know about instead of assuming you understand this individual’s current circumstances and reactions. Of course, it will help if you’re already aware of his or her personal situation.

Perhaps the employee is dealing with a new and challenging circumstance that’s distracting. In that case, it can help to share your evidence: “James, I was wondering if everything’s okay. I noticed that you stopped/started doing X, and I figured I’d better check in with you about it.”

At one of my clients’ companies, when a leader touched base with a staffer who had fallen below expectations, the woman explained that her dog had died, and she was grieving. Knowing her boss cared about her helped her refocus on her work.

2. Look for signs of stress and burnout

stress-and-burnout

Burnout costs U.S. businesses as much as $300 billion each year, whether the reason is employees having had to absorb too many changes or the fact that they’ve just been plain old working too hard for too long.

A longtime administrator I knew was being criticised for her negativity, her self-pacing and  her avoidance of anything new. After some analysis, however, it became clear that there was more work than her team could handle. Once her team was staffed up and the new team members were reasonably up to speed, she started to recover her resilience and became more even-keeled.

Related: Why I Stopped Doing Annual Employee Reviews

3. Probe for changes in the employee’s job

Perhaps there are new problems with equipment, resources or information flows; maybe a major customer is giving the employee a hard time, or a manager is behaving differently in some way.

A CEO I work with was concerned about a downturn in an executive’s previously outstanding performance. We discussed how the employee had recently been assigned to lead a new initiative for which he did not have previous experience, although he was the best internal candidate. The CEO agreed that as soon as the new initiative could afford to pay for an experienced executive, the reassigned employee should return to the assignment where his performance had been consistently superior.

4. Describe your expectations for the employee’s performance

employee-performance

And talk about how the business, team or customers are affected when it’s lacking. Although up to 87 percent of employees in one survey reported by Strategy + Business said they wanted opportunities for development, only one-third reported actually receiving feedback to help them improve.

So, make sure you’re concrete and specific about both expectations and impacts. Ask what employees need from you or from others in the organisation to help them get back on track.

I had to give one senior leader excruciatingly detailed feedback, in areas from interpersonal dynamics to personal hygiene. It wasn’t pleasant for either of us, but until he was made aware of exactly what was disturbing to customers, there was no hope for improvement.

Related: How Diversity Drives Board Performance

5. Provide meaningful recognition

Employees in  a survey by the Cicero Group were three times more likely to choose recognition as the single factor most likely to motivate superior performance– over inspiration, autonomy and even pay.

Recognition doesn’t have to be expensive or even time-consuming. One leader I knew started using the daily standup meeting not just to review the progress of the work, but also to mention superior contributions and excellent performances. Not only did preparation for the daily meetings improve, but team members were eager to make contributions that could be noted.

In sum, even excellent performers can lose momentum or be stalled by circumstances from time to time. How to respond as the employer? Intervening early will help you feel optimistic about a positive outcome and give the employee involved the benefit of the doubt so you can demonstrate to staff the confidence you have in them and your willingness to provide support during a tough time.

Just don’t wait to do this: If you wait till you’re fed up with either the person or whatever’s going wrong, you’ll find it much harder to turn the situation around.

This article was originally posted here on Entrepreneur.com.

Continue Reading

Managing Staff

Managing Multicultural Teams

In this article we answer some key questions around managing multicultural teams.

Dr Sorayah Nair

Published

on

managing-multicultural-teams

Companies that have greater gender and cultural diversity, particularly at senior management level, have consistently reported higher than industry profitability – as shown in McKinsey’s latest Delivering through Diversity’ report. The statistics gleaned from the report show that companies in the top 25th percentile for gender diversity on their executive teams are 21% more likely to yield above-average profits.  Furthermore, executive teams that are more culturally and ethnically diverse are 43% more likely to report more favourable bottom line figures.

Whilst the findings do not directly confirm the correlation, that increased diversity results in increased profitability, it is hard to ignore the consistency comparing outperforming industry rivals. The benefits of diversity are strongly suggestive, however, managing the challenges of diversity in the workplace can be challenging. It requires leaders with high emotional intelligence (EQ) that focuses on open communication and building an inclusive culture.

In this article we answer some key questions around managing multicultural teams, including:

  • What are some of the challenges of workplace diversity?
  • 5 essentials to managing multicultural teams
  • What is the future of cross-cultural training? 

1. What are some of the challenges of workplace diversity?

For a start there is not enough diversity in the workplace. Statistics suggest that we do not have enough representation of women and, in particular, people of colour in senior management positions and even less at board level. The dearth of women and cultural diversity is a global problem and not just a South African one.

To address diversity organisations need to:

  • Make a compelling case for diversity.
  • Invest more in employee training.
  • Expose all staff to diversity and inclusion workshops.
  • Ensure that hiring, promotions, and reviews are fair.
  • Give employees the flexibility to fit work into their lives.
  • Focus on accountability and results. (McKinsey report, 2017)

Related: 5 Tips To Make Managing Employees Less Stressful For Everyone

2. Five essential to manage multicultural teams:

It is important to understand that culture is fluid. It is also common to find people identifying with more than one culture. This means that we need to be careful about making the error of cultural stereotyping. There are as much differences within cultural groups as there are between groups.

So the way to manage multicultural teams, I believe, should be no different to managing any team. If we want great teams then managers need to have the following attributes;

  • High EQ
    • Awareness of self (ability to self-regulate)
    • Awareness of others (Skilled at relationship management)
    • Motivated
    • Empathic
  • Be skilled communicator
  • Be inspirational
  • Be courageous
  • Understand diversity (in all its forms) 

Here are five ways to get the most out of a multicultural team:

Clearly communicate the “Why” (Simon Sinek)

It is important for leaders to clearly communicate the organisation’s vision and to ensure that the message cascades throughout the organisation. Organisations where staff are clear about their purpose and know what is expected of them, show less entropy (time spent on non-revenue generating activities). Staff also report higher job satisfaction when their purpose is clear.

Create an inclusive culture

Leaders need to create a space that allow everyone a seat at the proverbial table. Staff need to feel they have a voice and that their opinions matter.

Create a psychologically safe workplace

Employees need to feel safe to express their opinion without fear or favour. It is the manager’s responsibility to ensure that the right culture (the way things are done daily) is in place and that candid conversations are encouraged.

Allow employees to bring their ‘whole-selves’ to work

It is important for managers to get to know their employees. Managers need to make time to enquire about their lives outside of the workplace.

Create a culture of accountability

All employees need to understand the role they play in the long-term sustainability of the organisation. Employees who need support should be encouraged to ask for help timeously as their contribution impacts the whole organisation. This understanding of the individual contribution to the collective outcome should also encourage staff to support each other and discourage the creation of silos in the workplace.

Related: Your Employees Are Your Greatest Asset – Manage Them Well

3. What is the future of cross-cultural training?

The global trend is towards the need for greater cross-cultural awareness. In South Africa particularly, we are becoming increasingly aware of the legacies of our political history that continues to negatively impact the world of work.

Cross-cultural training or diversity and inclusion needs to intensify – for that we need our industry leaders to be courageous and know that increasing diversity not only makes good business sense, but that it’s the right thing to do.

For more information on online courses that help with managing multicultural teams, visit USB-ED.com.

Continue Reading

Managing Staff

From Employee Engagement To Empowerment

Engaged employees will go the extra mile to resolve a client’s problem or close a sale, they contribute to a culture that consistently delivers great service and they drive company growth. Here’s why.

Sandra Burmeister

Published

on

employee-engagement

“Engaged employees are more innovative and take the success of the company personally.”

Employee engagement is defined as an active state related to productivity and innovation. Engaged employees can be described as being fully immersed in and enthusiastic about their work. This emotional attachment means that employees will go above and beyond the call of duty. Employee engagement differs from employee satisfaction. Satisfaction can be described as being happy at work. Engagement takes employees to another level.

Engaged employees will go the extra mile to resolve a client’s problem or close a sale, they contribute to a culture that consistently delivers great service. Engaged employees take ownership, deliver on their commitments in and outside the organisation and are passionate about satisfying the customer because they own the result of their work.

Simply put, engaged employees are a prerequisite for building high performance teams within an organisation.

Unleash potential

A recent Gallup survey on the State of the Global Workplace shows that a way to significantly increase productivity is to unleash employees’ potential by allowing individuals to identify, develop and use their natural talents so they become strengths. Employees who use their strengths on the job are more likely to be intrinsically motivated, and teams who know each other’s strengths relate more effectively to each other, boosting group cohesion.

Related: How To Build Better Employee Engagement

The survey also shows that making better use of employees’ strengths requires businesses to grant workers greater autonomy to use their strengths, which requires a profound management shift in which more personalised relationships and positioning team members for maximum impact occurs.

The resulting sense of empowerment, however, benefits both the employees and the organisation. Higher levels of autonomy also promote the development and implementation of new ideas, as employees feel empowered to pursue entrepreneurial goals that benefit the organisation — that is, to be ‘intrapreneurs’.

In addition, talented managers are critical players in implementing a performance- orientated, engagement-based and strength-focused culture and aligning the leadership and employee values. This individualised approach helps great managers account for generational differences in employee expectations, in particular Millennial employees that prefer a higher level of flexibility.

Amongst the top performing companies, in any survey, 60% to 70% of employees are engaged at work. This is a clear financial incentive for leaders to take employee engagement and empowerment seriously. Engaged employees are more innovative and take the success of the company personally.

Focusing on engagement

There are a number of additional activities to help leaders succeed in employee engagement. These include: Strong visible values in the organisation, understanding and addressing employee expectations, career pathing with tailored development programmes to help employees achieve their goals, great communication tools and internal social collaboration for peer-to-peer learning and collaboration, knowledge transfer and helping the company expand the use of best practices, along with a great reward and recognition programme.

The African continent, in particular, offers companies and employees more opportunities to be involved in community improvement projects and company-wide CSI programmes, which also increases the feel-good factor in the organisation and ultimately contributes towards an increase in employee engagement.

Continue Reading
Advertisement

SPOTLIGHT

Advertisement

Recent Posts

Follow Us

Entrepreneur-Newsletters
*
We respect your privacy. 
* indicates required.
Advertisement

Trending