Remote Managers Don’t Need to Spy on their Teams 🔍
There are more conscious, effective ways to motivate a team than fear and control
Among the myriad coronavirus (COVID-19) headlines this week, this article grabbed my attention: Covid-19: Bosses panic-buy spy software to keep tabs on remote workers. It’s obviously an alarming headline by design, but disconcerting on so many other levels for those who work remotely and the conscious leaders who desire to evolve how we relate to each other at work.
It’s understandable that as so many companies have had to suddenly move to remote work without preparation, that their default response is fear and control. They simply weren’t prepared for the responsibility of remote management, which is a unique skillset that must be taught and developed. The analogy for many managers is like jumping out of a plane to skydive alone without having gone through the training beforehand. Their job is on the line, so they feel it necessary to spy and control in order to keep their employees on task so they all get to keep their jobs.
But there is a better way. Even in this surreal situation in which we find ourselves, we can bring more conscious leadership to our organizations without resorting to spying, fear, and control. As leaders make this abrupt transition to remote management, there are some conscious leadership principles to keep in mind:
Hire Trustworthy Employees
The current crisis has turned almost everyone into a remote worker, but that doesn’t mean all of them are cut out for or prepared to work from home. This principle of hiring trustworthy employees may seem like a no-brainer for leaders. But it bears repeating. If you can’t trust your employees to work without being spied on, then they probably shouldn’t be on your team. And if they suddenly were thrust into an environment for which they weren’t prepared, it’s leadership’s responsibility to get them equipped as soon as possible.
You may respond, “Well, how can I know they’re working without monitoring to verify it?” Simple: set clear goals for each team member and then check-in to see how they’re doing in a manner that motivates them instead of making them feel like they’re being micromanaged. They should know what’s expected of them and when they need to report on it. If that’s not happening, then it will breed frustration and distrust, which leads to disengagement and lack of productivity. My remote team coaching helps leaders and their teams get equipped quickly for this transition—something that has happened virtually overnight around the world.
Inspire and Encourage Employees
In addition to hiring trustworthy teams, in a remote setting it’s critical to keep inspiring and encouraging employees. If you’ve hired the right staff, they will be motivated to do their job well. Once they know commander’s intent, what’s expected of them, and the vision towards which the team is working, they can literally unleash themselves on their goals. The key is maintaining that motivation by ensuring they have the right support from leadership and teammates. A conscious leader is constantly looking for ways to help each employee reach their dreams and better themselves. It may mean altering their position or providing them new opportunities. It requires being so closely connected to each team member that you’re literally their professional coach, helping them advance in their career. A conscious, coach-centric leader will attract, hire, and lead the best talent. The don’t need to resort to spying or controlling because their team is committed and engaged in their work.
Don’t Count Hours Worked
This principle may cause some employers to feel immense doubt: “But if I’m paying them to work X number of hours every week, they better be working those hours.” Honestly, no conscious leader I know of truly counts hours worked. They look at whether their staff is producing the product or service they want. What if an employee worked 4 hours each day, but they produced more quality content than those working 40+ hours? That’s what most great leaders look for. It’s the quality of the work, not the quantity. In fact, many companies that have moved to 30-hour work weeks are seeing greater quality of life for employees, which is increasing the overall productivity of the company.
Granted, there are some jobs like customer service that do require working a set number of hours each week. But if you had a team member that was enthused about the work because they are paid well, motivated, and love what they do because of where they work, customers will notice and the overall quality of customer service will increase dramatically. It’s obvious when an employee loves working with their company—and it speaks volumes about its leadership.
These are just a few of the tips for conscious leadership of a remote team that can supplant outdated command-and-control models that no longer serve the workplace. As we continue to move towards a work environment of more freedom, abundance and conscious leadership, I hope you’ll continue to consider how you can implement these principles for your team.
I will soon be launching a training series for employers and employees to hone their remote work skills. Stay posted for these exciting and timely new courses!
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