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Remote Teams Management


The COVID-19 pandemic has radically changed how and where we work. It has made remote working the norm for millions of people across the globe, and challenged managers as never before. Fortunately, there are years of practice and research available for both organisations and line managers for them to support the work of those who work remotely. At the WorkLife HUB, we have a deep understanding of how managers can be successful in managing remote teams.

What is Remote team management?

Remote team management is the ability to effectively coordinate and organize a group, whose members are not in the same place or time zone or do not even work for the same entity. Remote team management requires team leaders to have a thorough understanding of people, job roles, processes and technology. It is built on three key pillars: purpose, trust and clarity.

Overseeing remote workers presents unique challenges for supervisors. It requires managers to ensure ongoing communication, strengthen team norms and workplace culture, encourage online collaboration, proactively canvass the perspectives and input of everyone on the teams. It is also key for managers to be informed and trained in how to prevent unwelcome behaviour from happening in a remote environment, equally, how to foster the wellbeing and work-life balance of those who work remotely.

Remote Team management

Remote Team Management

Remote work presents its unique challenges but opportunities too. For example, we know from research and experience that concerns from leadership in terms of the effect of flexible working on engagement and productivity have been found even at the most senior levels of organisations. Not surprisingly, this often leads to inconsistent remote work practices, low level of take-up of policies, and leaving remote work, and its success, to the skills and decisions of team leaders. In addition, as the executives did not use FWAs themselves, this tended to reinforce the message that flexible working is career limiting.) The main benefit of virtual teaming is that it allows organizations to be more flexible and procure talent from different functions, locations, and organizations without geographical restrictions. The main drawback owes to lost context, which generates feelings of isolation and undermines trust (especially when members are from different cultures.


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