Social distancing. PPE. Endemic. Superspreader.
The onset of COVID-19 didn’t just convince cautious shoppers to hand-wash their groceries and spark a national debate about the efficacy of respirator masks — it also gave most of us a whole new vocabulary.
One entry on that long list of new names, acronyms and medical terms is “remote-capable.” A remote-capable employee is one who is able to perform all of their assigned job tasks from home, and today, about 70 million workers, or 56% of the full-time workforce, say they are remote-capable.
Back when the pandemic shuttered office doors and sent employees home, many leaders vocalized their fears about the associated negative impact on culture, communication and productivity. But Sue Engasser’s teams thrived and continue to do so. In fact, Enervee’s director of customer care says her current coworkers are closer than her in-office teams ever were.
Engasser believes strong and socially aware leaders set the tone. “The key is to keep the culture positive, fun and team-centric,” she says. Here, she shares more tips and tricks for managing remote employees well.
Enervee is a platform that uses data and behavioral science, digital product design and marketing to help its users choose affordable, efficient products that reduce energy use, utility bills and carbon dioxide emissions at scale.
In your experience, what are the differences between managing in person at an office, versus managing team members remotely?
When I made the switch to remote, I quickly realized that one of the biggest challenges leaders face is feeling present with their teams. At an office, you can walk around and check in on people, hold direct personal meetings and go to lunch together. When you are leading a team remotely, it is crucial that they know you are there for them no matter what. We use Slack internally, so I make sure my Slack status is always updated whether I am in a meeting, away from my desk or deep-diving into a project. I take the time to send each team member a message here and there throughout the week to check in, ask how they are, and see if there is anything I can help them with.
When you are leading a team remotely, it is crucial that they know you are there for them no matter what.”
When you create a team of happy, positive people who feel they are truly trusted and have flexibility in their jobs, the outcome is unmatched. Remote teams can engage in contests, leader boards, virtual happy hours and holiday celebrations just as easily as their on-site counterparts.
How do you make sure you stay connected to your direct reports without bombarding them with communication?
It starts with a strong routine of communication and an organized and up-to-date calendar. We use Slack, and each morning I post a “good morning” message with our top priorities, new trends and an ask that engages the team to respond. We also have a weekly team sync where we are on camera and chatting about our recent service reviews, projects and any blockers we may have. I keep my calendar visible and updated, and my team knows they can block off time to connect wherever there is an opening. In addition to our team meetings, I schedule individual check-ins with my managers and supervisors each week and with our support agents monthly. I work hard to protect these meetings because I know someone is giving up time for a priority.
It is also important to have fun with your team and get to know them outside of work. We have a monthly happy hour where we play games, talk about weekend plans and get to know each other. Our only rule is no work talk!
What advice do you have for leaders getting acclimated to managing a remote team?
I love this question and I truly believe it is rather simple. My biggest piece of advice is to take the time to hire the right people. When I am hiring for my team, I spend a few moments after each interview asking myself how the person I spoke with would fit in with our existing team.
You can train someone to do the job and use the tools you’ve put in place, but you have to consider team chemistry. Once you have your remote team in place, create a culture of trust and ownership. A strong remote team will police themselves and each other. They will get the job done because they genuinely care about the team and mission.
Lastly, don’t micromanage! If you hire the right people and create a culture of trust and positivity, you will be golden.
