EXPECTATIONS

Apr

2022

Three Tips for Leading Remote Teams

I am sitting at my computer looking at the screen with many other people on the screen. Not long ago this was a unique experience, but now ZOOM is part of our vocabulary and remote work is the norm. Leading in person is challenging enough, but remote leadership can be even more difficult.

I have had the opportunity to be a part of a remote team for many years now. I never really thought of it that way because we are all part of one organization and spread out all over the world. As I have been a part of that team and watched others lead remotely, I found that if we do a few things well it helps the team connect and continue to move forward.

Communication

“The single biggest problem in communication is the illusion that it has taken place.”

George Bernard Shaw

Nothing gets accomplished without communication. When we are part of a remote team this requires greater intentionality. I was talking to the CTO of an organization about how they do hybrid work. He said they make sure when everyone is in office on a particular day they have purposeful meetings on those days.

When leading remotely communication must be proactive and purposeful. As part of a remote team I may send an e-mail just to make sure I don’t forget to share a thought with another member. I may send a text to clarify before acting. As the leader we need to initiate communication and respond to what comes our way in a timely fashion.

One caveat on communication. Do it, but also set clear boundaries for you and your team. I would encourage some form of “office hours” so people have realistic expectations on after hours return communication. This clarification protects the overall health of team members and reduces stress. As a remote leader I encourage you to communicate more than you think you need to and discern when you need to reduce the frequency.

Clear Expectations

“Clear is kind. Unclear is unkind.”

Brene Brown

When a team is distributed we have to lead with more clarity. We can’t wander around the office like the manager in Office Space checking on people and looking over their shoulder. (Nor would I advocate that kind of leadership anyway.) Whether in person or remote an important role of the leader is to provide clarity. Expectation clarity is even more important with remote teams.

Lazlo Bock who led Google’s people functions for ten years said in an article in Harvard Business Review:

“When it comes to company direction, policies, and values, being clear is the kindest thing you can do . . . .When people know what’s happening, they can make the best choices for themselves.”¹

We want people to have autonomy and freedom especially when working remote, but we need to create clear boundaries. Just like the fence around a playground gives a child freedom to play wherever they want inside the fence, clear expectations do the same for our teams. One final idea on this. Just like we already discussed the importance of communication, give your team time to access you for questions and clarification.

Maximize Technology

On this remote team I have been a part of for several years we had to have a difficult conversation. The issue needed to be dealt with and it was going to be several months before we were with one another in person again. The leader of this conversation had us all get on ZOOM.

Why?

When we have a conversation 93% of our communication comes through our tone of voice and body language. We can remove over half of the communication cues by only having a phone conversation. Therefore we should leverage technology. When we are on a video conferencing platform we can see the other person’s facial expressions and hear their tone. This is essential especially for difficult or complicated conversations.

Another way to maximize technology is by being accessible (within boundaries). As the leader you may need to have a quick conversation that may have been a walk down the hall in person. Remotely this may be a text, instant message, FaceTime call, or phone call. Be aware of when you are reaching out to respect boundaries, but utilize technology to keep communication open and candid.

As you think into your leadership, how are you doing in these three areas? What is one action step you can take to communicate, set expectations, or leverage technology more effectively in your leadership? Need help thinking into your leadership? Contact me for a powerful coaching session to help you think into your leadership. Lead Well.

Bock, Lazslo. “5 New Rules for Leading a Hybrid Team.” Harvard Business Review. November 17, 2021.

May

2021

Time to Fire Them?

Not too long ago I was talking with a business leader who had to let some people go. Since I always like to learn from other leaders I asked him what made him take so long before letting these people go. A few thoughts came to mind such as the challenge of change, the uncertainty of the unknown and providing time to grow into a person worth keeping.

This last reason caught my attention. We sat there and discussed the criteria we should consider as leaders to determine whether the individual will grow or if the time to part ways has arrived. Below are four criteria to consider.

Time

In the spring my wife plants a vegetable garden. I would love if the plants popped up the next day, but that is not how it works. They require sunlight, water, and time to grow. As humans we are the same. When we start in a new environment, we need time to understand how to perform certain aspects of the job and navigate organizational culture dynamics. Before seriously considering letting someone go, we must consider if he or she has had adequate time to demonstrate ability to perform the job.

Behavior

We all have bad days and can have a sour attitude from time to time. The question to consider here is whether the behavior we see from the individual is consistent. We have all heard how a bad apple spoils the bunch. If this individual has behavior that negatively impacts the culture and performance of the team we need to have some candid and caring conversations. If the behavior remains, it may be time to make a change.

Performance

This may be the easiest criteria to evaluate because often objective measures exist to assess performance. Is the individual not showing up on time or failing to complete the work given to him or her? Maybe the individual has not been meeting his or her goals consistently and you have had multiple conversations. When performance issues have been clearly addressed and performance has not improved, change is probably the next step.

Expectations

Often when I work one on one with business owners and leaders I find problems arise when their expectations of others are unclear. This is where leaders must look honestly in the mirror to determine if any of the challenges they are facing are because of their lack of clarity.

If leaders want an individual to grow to a certain level they must paint a picture of the future for them. When expectations are clearly defined then both people will know if they are heading in the right direction. If expectations are unclear to the leader, they will be unclear to the led. Clarity here is essential to answer if they go or if they grow. The clearer the expectations the better the result.

Are you facing a difficult employee decision? Take time to look at these four areas and determine what is the best next step for you and for your organization. Lead Well.

May

2020

Leading Into the Next Normal

I was scrolling through LinkedIn one day and saw an individual’s post sharing the phrase “next normal” versus “new normal.” As many transition back to work, we must recognize it will not be the same as we knew before. This transition creates an additional challenge for leaders.

If you are the top leader in an organization chances are you are a goal oriented and have a lean toward action. Not only that, but many of your key leaders may have similar tendencies expressed through their personal styles. Allow me to share a few ideas to keep top of mind as team members transition back into an environment different than what they left.

Flexibility

The present circumstances have provided an opportunity for leaders to grow in this area. Another word for this idea is resilience or the ability to adapt and adjust to change which is a daily occurrence right now. The next change element will involve re-engaging those they lead as the next normal is introduced.

During this transition leaders must create an atmosphere of resilience. Dr. Kathleen Smith suggests¹:

“The most resilient people see change as an opportunity rather than a monster to fear.”

In order to create an atmosphere of resilience leaders can begin to engage in the next two practices.

Boundaries

Effective leadership has always required clear expectations. During transition these expectations need to be expressed as clearly as possible. Here are a couple expectations to consider:

What are your expectations of workflow? Clearly defining the outcome you want from those you lead will create a clear boundary and eliminate unnecessary ambiguity. In times of transition clarity provides security. Complete clarity may not be possible but providing as much as possible with appropriate transparency when there is ambiguity will help any anxious team members.

What are your physical attendance expectations? If you have clarified the outcomes you desire this will help establish team expectations related to their time on-site versus virtually or other work force standards.

Communication

I realize this one should be obvious for any leader, but the reminder may be necessary. While leading in a time of constant change urgent matters receive the greatest attention. As the leader take time to not just talk, but connect and listen to your team. Slowing down to connect will enable you to get the pulse of your tribe and help determine necessary adjustments in internal strategy.

Pressure can be very high during these times but taking time to ensure a healthy culture that is productive and people who feel cared for will ultimately lead to serving others better and improve the ultimate desired results.

I hope these have challenged you to think into your focus as transition occurs. What is one action step you need to take? If I can help you in any way, please contact me at randy@wheelercoachingsystems.com for a thinking partner session. Lead well.

Apr

2020

Leading Virtual Teams

I was discussing the present reality of leading virtually with a couple organizational leaders. As we talked, I realized the challenge in virtual leadership lies in leading effectively.

A leader will more often live out the idea I have heard one of my mentors Mark Cole (CEO of the John Maxwell Enterprise) mention. 10 – 80 -10.

Take ten percent of the time up front to provide clear expectations and answer questions. The next eighty percent of the time he is available for the team but gets out of the way to let them do the work. When the project is ninety percent done he reconnects for the last ten percent, asks questions, and potentially suggests ideas on how to up level the project and then they move forward.

When I look at Mark’s process, I see three clear principles we can all take away not only in leading virtually, but at any time.

Set Clear Expectations

Think of when you have been either on a work team, sports team, or any other team. When would you get frustrated? It may have been the results, but often I know I would get frustrated if the rules were changed on me or were not clear upfront. Expectations give us freedom to be creative.

When we were children at a playground there may have been a fence. The fence gave us clear expectations of where not to go, but anywhere inside we could explore, play and run. Clear expectations give your team that freedom. Give them the freedom to use their strengths and accomplish the goal to the best of their ability.

Follow up

If Mark did not perform the last ten percent, then the other ninety percent would be meaningless. Many of us have heard the idea “inspect what you expect.” When the expectations are clear up front, then asking how the project went or is going will not negatively impact the team. A good leader will hold the team accountable by following up.

In a virtual team leaders may use a phone call, a text, an e-mail, a group check-in meeting or another form of accountability. Set a reminder for yourself and follow up, but in the process make sure to follow the second part of the final principle.

Regularly Communicate and Connect by Appreciating

Malhotra et al in their article on Leading Virtual Teams discuss how technology can be used to maintain trust through regular communication. When we are present in an office together communication and even connection can be much easier, but virtually this takes intentionality.

I am part of a virtual team and in order to keep communication and expectations clear I have a regular touch point meeting with the leader I am accountable to. This leader does a fantastic job of connecting first and making me feel valued. As a task-oriented person, I tend to go right to business, but connection is key in building trust. Take time to regularly communicate, but more importantly connect with those you lead and show sincere appreciation.

The principles of leadership are similar whether virtual or in person. As leadership expert John Maxwell says . . . put people first. As you lead virtual teams maybe you need practical help on a virtual platform such as ZOOM if so go here for a few short videos I’ve created to help you lead your teams better. Keep holding your vision and lead well.

Malhotra, Arvind, et al. “Leading Virtual Teams.” Academy of Management Perspectives, vol. 21, no. 1, 2007, pp. 60–70., doi:10.5465/amp.2007.24286164.