Remote management during COVID: what are the main principles?

Shifting to remote working has been a real change in the way a lot of us work. For me as a manager, it made me worry about whether I was managing effectively – was I meant to be doing something totally different?

So, what does the era of remote working during COVID (and perhaps beyond) mean for your management responsibilities? Here are my reflections from being thrusted into remote management since lockdown:

1. Remote management is not that different to normal management

Shifting to remote working made me concerned about whether I should be re-evaluating my wider ‘how’ when it comes to management. Fortunately it became obvious quite quickly that just because we were distant, this didn’t actually change the fundamentals – indeed a whole lot of the same practices still worked. As long as my staff had clear objectives and expectations, none of this was seemed that big of an issue. 

If anything, wider anecdotal evidence seems to suggest the management basics are more important during remote working. Simple things like catch-ups, setting clear instructions and giving clear roles and responsibilities are now probably more vital than ever. If your management relies on telling people who happen to be right in front of you what to do, or that you need to physically check up upon them, this will likely cause some bumps on the road. However, if that is the case, it’s probably your management style that’s the issue!  Technological advances have demonstrated that one-to-one meetings and performance reviews can easily be replicated online, and there is no real reason for anyone to be skimping out on managerial responsibilities or feeling the need to enforce ‘oversight’ based on the idea that management equates to control.

2. connections that would have happened in the office need to be made more deliberately

Remote working does shift the dynamic between how you interact with one another. Unlike when everyone is in the office, people cannot simply get together to chat, or have a quick catch up via the water cooler. As such, having things like informal online chats and where appropriate, more team check-in via web calls may be a useful way to ensure people are working with one another across the whole team. Similarly in larger organisations it becomes trickier to highlight who does what in outside teams, so it is worth making extra efforts to invite other colleagues into your team meetings or encouraging internal coffee connects to build connections outside of your immediate team.

3. Remote working is one thing, remote working during covid is another

Whilst working remotely has worked better than probably many of us expected, there are still additional issues we should consider in the wider context of COVID-19. I particularly relate this to the additional element of your pastoral care of your staff . The additional stress on parents having to home school their children has already been visible, and weighing this up with work responsibilities has personally been a challenge when managing my staff.

However, you should also take the time to speak with your staff on how they are feeling even if they aren’t parents. In particular, carers and BAME staff are likely to feel additional strain due to the higher vulnerability rate they have. It can also be tricky for each of us as individuals in different ways (e.g. someone religious who enjoys going to church may have found it difficult to no longer be able to do so) so it is important to ensure wellbeing of your staff (and yourself!) is a regular topic of conversation. So do remember to be compassionate with your staff, and continue to do so even as the lockdown continues!

If you are someone who has been shifted into managing remotely, how have you found it, and what are the tips you would share?

Three tips on how to influence seniors

Have you wanted to press ahead on a certain project or direction? In the modern workplace, you often don’t get very far unless you get agreement from your seniors. We have all experienced the disappointment of having that ‘great idea’ only to not get it passed our seniors. So how can we learn from this experience to get a more optimal outcome? As a D&I lead I regularly work with senior leaders to positively influence change, however I don’t get very far unless I make my work relevant to them! Here are some of my top tips:

1. Understand what your senior leadership priorities are, and learn to fit your projects within them.

You work within a team where your manager, or manager’s manager has wider oversight. That means they should have an understanding of what you do and how it ties into the wider picture, right?

Unfortunately it’s not quite so simple. Senior leaders have to balance different priorities, so whilst something may seem very important to you, this might be far lower down in the priority list for them. For example, you may want to get a quick HR decision agreed to set how you or your team is organised, however they may be in the midst of agreeing the details of a key priority project whilst balancing this with wider team expectations. As such, your request will probably not be the most urgent.

So rather than going all guns blazing when they have plenty on their plate, consider waiting for an optimal time to pose the question, or better yet, frame this in terms of their wider priorities – have they previously committed to inclusive practices? Set out your ask within the wider decisions that they have previously made to make the decision far easier for them and more relevant to their wider decision making.

2. Demonstrate your competence and establish trust in your ability to deliver

The higher you go up the leadership chain, the higher importance on your senior leaders ability to successfully delegate. You want to make it as easy as possible for them to agree with your recommendations that they can be confident are well-judged.

So how do you get to the point where you are trusted by your seniors? By demonstrating your value. Ensure you are doing work to a good quality and showing your positive impact where possible. Better yet, demonstrate that you have done the hard graft and used evidence to come to a proposed solution (showing numbers always helps convince people!). Doing this makes a big difference compared to coming to your senior leaders asking what to do. This will set a positive dynamic where they can take your advice rather than feeling they need to direct you.

3. Remember that senior leaders are humans too!

We often exalt senior leaders as mythical beings that are beyond us mere mortals. In reality, seniors live and breath just as we do. It’s important to remember that, particularly if you feel a bit nervous pitching something to them! As such, wider communication and influencing basics like establishing rapport still apply. Like any human, seniors respond positively to someone who is pleasant – there is no harm and saying hello and asking how they are to establish rapport.

Don’t forget, your senior leader will have their own individual interests that you can use to tie into and build a connection. For example, does your boss have a technology background and is enthused by innovation? Try tying in these elements when speaking with them to get yourself some additional brownie points. Like any human being, building a connection with your seniors will make them more favourable to your views.

These are the three points I abide by when working with senior stakeholders. What are yours?