Kinetic Capability

Clarity

Making remote working more effective:

Set Clear Expectations: The single most important element of team leadership in any context – remote or not.

Set the ‘What’, devolve the ‘How’: In remote scenarios, empowerment within very clear boundaries is even more critical.

Set the Agenda: It is more difficult to communicate remotely. Therefore, each interaction must be based on crystal clear objectives, clear success parameters and innovative ways to engage.

Set communication SOPs: Set a clear framework for communication; formal and ad hoc.

Cohesion

Making remote working more effective:

Foster accessibility: Make remote feel like ‘next door’ – replicate the effect of ‘hallway conversations’ and ‘water-cooler chats’.

Foster learning & accountability: Insist on After Action Review at every opportunity to reinforce team success and learn from failure, fast.

Foster Development: Have a virtual ‘open door’ through which remote employees are regularly coached.

Foster ‘One Team’: Use all technology at your disposal to bring team together e.g. reward / recognition sessions, chat groups. Be creative.

Contribution

Making remote working more effective:

Go the extra mile: Take (or make) every opportunity to meet your remote team members face-to-face. If you can’t, ask a trusted local partner to do it for you.

Go tough on focus: Remote meetings should be conducted as though face-to face i.e. multi tasking is disrespectful and inefficient.

Go the same way: Make the goals of the team and the individual inseparable, it’s easier to pull than it is to push.

Go to toolbox: – Remove controllable friction from all remote interactions i.e. does the video conference work for all, can everybody hear, can they download the files, is the meeting time in working hours?  – Use collaborative IT tools to enable team members to see each other working.

Character

Making remote working more effective:

Build Trust in Your Team: Set high standards and hold all team members absolutely accountable.

Build on shared values: Go overboard on human interaction opportunities and encourage team members to do the same. Know your people and colleagues and take a deliberately active interest in them.

Build resilience through vulnerability: Tell your team ‘You are not alone’ and empathise with their insecurities. Be vulnerable and be human.

Build ‘Serve to Lead’ culture: As a leader, take more than your ‘fair share’ of the remote working challenge, eg, travel lots, start early, or do the presentation again for conflicting time zones.