Leadership communication skills have never had as much impact on your team as they do at this time of home office imposed by the pandemic. Second global study on best practices in communicating with employees, the employee experience is formed 55% by leadership, 30% by internal processes and 15% by channels.
Perhaps your first challenge is understanding how to manage your team remotely. So, stay tuned for the main tips to continue managing your business better.
Align expectations: Clearly, define with your team what the rules for remote work will be and how accountability for activities will work. Do this by showing respect and flexibility to the individual condition of each employee.
Encourage constant dialogue: Establish a frequency for virtual meetings as an opportunity for alignment, chat between the leader and the team and leave the door open so that your employees feel comfortable talking to you whenever they need to. But, be careful to simplify processes, avoid meetings that can be resolved in an email or a brief conversation.
Including encourage greater employee participation with internal communication, this channel is essential for keeping the company's culture active, keeping all employees up to date with changes and news and engaging. CI is an indispensable tool for teams that work remotely.
Trust: Alignment on how work and deliveries will be carried out, as well as how contact between members of the team itself and between team and leader should be made, as well as how, when and who to access for each type of need will leave your team calmer to carry out your activities. And give autonomy so that your employees feel even more responsible for their results – generating a feeling of belonging – and start consulting you only on important decisions or necessary clarifications. This combination frees your employees from the feeling that everything is urgent and gives you relief from the fear of losing control due to not having management in sight. You will also gain time to focus on more strategic achievements.
Value the break: Show that you are a manager of people, not just processes that aim for results. Encourage your team to take meaningful breaks throughout the day to take care of physical and mental well-being. Remind them that productivity is best developed when the mind and body are healthy. Whenever possible, let them know that you are willing to listen and that even if you can't solve every problem, you are together and together you can find solutions.
Limits: You are not superhuman. Neither does your team. Avoid excesses, including information. Respect each other's office hours, lunch hours, and try to replicate the same with your peers so that you are also in a good position to develop and deliver your best.
