Page 41 - NWC Guide on Team Management_ English

6.1 What are the basics of remote 6.1.2 Practical Application: putting

management? knowledge into action for real-world results
based on remote management

As a result, remote managers need to exercise
6.1.1 Conceptual framework of remote
new strategies and skills to address the new
management
challenges presented by remote working. Here
Remote management is about managing a are some ideas to keep in mind when
team that works in places other than the office. managing virtual employees.
In fact, we can speak of virtual space. The
- Train remote workers with an online e-
remote manager's responsibilities are
learning course
indistinguishable from those of an office
manager; however, the remote manager This could be a good way to inspire your team
manages some different challenges, such as members to learn effective remote working
not seeing his team members in person. strategies, especially if remote working is a
However, there are differences between the new concept for employees.
two types of management. For example, the
supervision of teams working in the office is - Designate communication channels
more direct and accessible for the manager It is very important for your remote team to
than that which must be done on a team define the communication channels to use.
working remotely. In fact, the leader in There are various video conferencing
presence can communicate with his team at platforms, for example, which allow you to
any time. Easily change meeting arrangements have a visual discussion with your team, and
or task distribution or monitor work quickly multiple messaging tools that are easy to use.
and in real time. The remote manager, on the You also need to make sure that everyone on
other hand, encounters various challenges and your team can take advantage of those
has to deal with possible risks and pitfalls and, channels and are able to use them. Of
at the same time, reap the benefits of the fundamental importance is also the definition
remote working method. of how to use these tools, establishing in

First, the remote manager must necessarily advance the communication channels of
give up some aspects characteristics of face-to- preference for most of the daily
face work such as, for example, direct and daily communications (for example email and
contact with collaborators, compliance with messaging tool).
working hours, constant monitoring of
activities, the immediate resolution of
problems, the integral and continuous control
of every aspect of the team. Giving up these
aspects entails an important change in the way
of thinking about one's role as a leader who
will face new challenges, accompanied by new
responsibilities, including: presenting new
guidelines for the management of smart
working, promote a flexible approach to work,
redefine roles and boundaries of activities,
ensure access to the necessary work tools,
monitor the progress of activities and team
expectations in new ways.

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