Linked – What Great Remote Managers Do Differently
We talk about remote work being the big adjustment since 2020, but I think the places that have been successful with moving to be a more remote team, before and during the pandemic, are the ones that understood this:
“My study shows that employees began to appreciate the role of the manager more while working from home full-time in 2020. Having a manager was helpful, provided the managers shifted from managing time, activity, or physical presence to managing results and outcomes. Further, employees considered the managers to be even more of a key resource in getting the job done remotely. They expect their managers to devote more time and effort to removing interpersonal and work barriers, coordinating among many stakeholders, as well as coaching and orchestrating their performance. “
If your manager is capable of measuring outcomes instead of the time they see you working, and as they assist them in reaching those outcomes by clearing the decks of obstacles, the team can be successful no matter where anyone happens to be doing that work, as long as it’s work that doesn’t require a physical presence.
When managers are unable to do that and rely instead on managing by enforcing rules about hours worked, time in seats, face time in office encounters, and other measurements that are not outcomes, the less likely the team is to be able to work in the most efficient way possible, even if they do all happen to end up back in an office.
If you haven’t taught your managers how to do more than measure time in seats, you’ve done everyone a disservice, especially those same workers who performed so well for you remotely that you’ve rewarded them by making them return to what they did before.
That’s not smart.
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