The lack of face-to-face communication and management can be overwhelming. Difficulties coming to terms with the current global situation is challenging, as well as trying to manage and lead a team remotely. The uncertainty of the future can be daunting, so try and not dwell on what is unknown or that you have little control over. Focus on the present and what is within your influence. To do this you can consider what you can progress on today, recognise small achievements and celebrate them together as a team. A positive mindset, a listening ear and greater flexibility can make all the difference in a time of crisis. After researching this problem to find some evidence to support helping people with current leadership challenges, we have compiled a list of tips on how to improve team and leadership performance during current times.Please follow the links for further reading and research in this area
- Develop shared leadership. Ensuring tasks are shared out amongst your team gives a sense of individual responsibility and control, enabling employees to engage in greater self-management. Valuable leadership skills during a crisis include giving team members a sense of direction, while at the same time, recognising that success during a crisis will be generally co-produced.
- Schedule regular virtual meetings or telephone calls of people are getting ‘zoomed out’. These help to minimise misinformation and support proactivity. Take time for one to one ‘How are you?’ check in’s. Team meetings can then focus on discussing risks and needs, identifying actions and agreeing on communications. Boost team cohesion by asking “what does success look like for our team?” and spend time focusing on the teams top priorities for achieving success or areas of support and collaboration. This will also be an inclusive way of communicating. Tips on ensure your communications are inclusive can be found in this recent article from Harvard Business Review
- Honest communication. This is a very uncertain economic period and it is very likely that your team is feeling worried or anxious about their financial situation, clients, deadlines and even their jobs. Be honest about what is going on, whether that be reassuring that their jobs are safe if you can, or being open about different working arrangements or even about the potential of job losses. Keeping people informed will increase trust and decrease stress and anxiety. To read more about how to make deadlines motivating, and not stressful, click here.
- Combating mental fatigue. Separation from family and friends may be necessary to be productive, but involuntary separation from them for a prolonged period of time can lead to loneliness and mental fatigue as people may be working in isolation for long periods. To overcome this, team members should be encouraged to take regular short breaks to reflect on their own and their team members behaviours so improvements can be made. Support regular breaks during the day and be flexible in when you expect people to be ‘online’.
We understand that managing teams remotely during this time can add extra pressure to the success of your output. Hopefully, these tips can guide you in the right direction when managing your team during this crisis. If you have any concerns or need some advice on this topic, contact Clare at CMCBP and she can offer some coaching on how to manage your teams virtually – 07594946166, [email protected] or visit our website for more information.
Written by Siobhan Headd
