17 October 2011
‘Out of the Office’: How to Lead Remote Teams
Working remotely is an increasing trend in New Zealand businesses and Robert Half data shows many Kiwis harness the
power of technology to ‘check in’ when away from the office. Almost two thirds (62%) of New Zealand finance and
accounting professionals surveyed say they regularly stay connected to the office remotely or do work related tasks
after hours and while on holiday.
There are several reasons why businesses embrace the remote working model; it can help valued staff achieve better
work/life balance, or may make the difference in convincing top talent to join the business. Underpinning the trend are
technological advances that make it easier than ever for remote professionals to work cohesively with other team members
from anywhere in the world
Robert Half’s general manager, Megan Alexander, says in an environment where we are encouraged to do more, with less
time, leading remote teams is a commercial reality for many managers. Still, many find it challenging to effectively
lead a geographically dispersed team of employees.
“Even with the latest communication tools, remote working arrangements come with their own challenges and provide
limited opportunity for the everyday interaction that helps supervisors keep employees motivated and engaged,” says
Alexander.“It can be harder to gauge how much structure these workers need and leaders risk either micromanaging or not
providing enough support to them.”
Alexander offers the following advice for building positive relationships with remote team members:
Clearly identify their part in the bigger picture
The better remote workers understand project goals and how their contributions meet company objectives, the easier it is
for them to contribute at a higher level. Work with remote staff to establish timelines for achieving objectives and
ensure they have the resources they need for success.
Communicate openly and regularly
Maintaining a positive relationship and strong communication channels with remote employees is crucial to keeping tasks
on track and workloads under control. Book in regular face-to-face meetings to discuss strategies and progress. Meetings
in between these visits can be conducted via phone if geographic constraints make it difficult to get together often.
Make good use of technology
While technology can’t overcome every challenge in remote working relationships, managers should take advantage of what
is available. Tools like video and web conferencing can allow more ‘face time’ and help create a more human experience.
Online collaborative work tools allow remote employees to contribute to projects and stay apprised of changes. Internal
use of social media also can also help far-flung teams build camaraderie to boost overall workforce morale.
Be inclusive and give praise
Off-site personnel should never feel left out - managers should ensure they have the same or similar opportunities as
their on-site counterparts. Enable remote workers to listen to important company announcements via conference call or
watch a meeting online. If the company offers training, they can allow off-site staff to participate virtually or attend
the session in person. Don’t forget small gestures such as sending a holiday gift to employees who can’t attend the
company party.
Managers should always personally and promptly praise remote workers for outstanding performance and share their
achievements with other staff. Acknowledgement of contributions will help remote workers feel valued and raise their
profile throughout the firm.
“The bottom line is that so long as communication channels are kept open and used wisely, motivating remote staff and
keeping them on track can be as effective as managing on-site employees,” says Alexander.
ENDS