Managing Remotely

Over the past few months organisations across the world have had to adjust to working remotely. It does not matter about the size of company, industry or sector; everyone has been impacted. However, one particular role will feel this pressure more acutely - managers.

If you lead a team that until mid-March worked together, maybe sat together in the same room, your team dynamic and culture has radically changed. Not only do you now all know more about each other’s taste in home decor but all ‘normal’ modes of communication have been altered.

From our interactions with business during the coronavirus crisis we’ve compiled 5 pieces of advice for managers to help with the adjustment:

1.Understand the different Pressures

Pressure still exists, such as the demands to get things done faster or take on more work. After the initial shock, usual service in organisational needs have begun to resume. This time you are feeling pressure whilst working remotely which means your colleagues are feeling work pressure inside their home space. Home is now not the sanctuary from work it once was for your team. So, ask your team individually how they are managing the pressures of work and what is working well or not for them. Concern is a powerful communication tool, and even when you cannot change the forces pressuring your team they will understand more about the respect you have for them.

2. Screen fatigue is rising

Screens are tiring to look at for hours on end. In our rush to embrace remote working people are starting to get video call fatigue. So ask yourself, does every contact need to be by video? Could some online calls be planned as audio only so you can still share screens or documents but give each other privacy? Maybe even plan ‘old fashioned’ phone calls; as the participants can move on the phone (pace about, make a drink) rather than sit still staring at a screen. So, ask your team what type of contact works for them and when; this gives them control and a stake in supporting good communication.

3. Work is invading homes

There is a home all around your colleagues webcam. What you see on the screen may look calm and nice but behind the camera childcare, schooling, pet feeding, family squabbling, washing up chaos and much more may be happening. A colleague working from home with 3 children will have a very different experience than a person living in a flat alone. Both have positives and negatives, both are managing lock down restrictions, but one of those colleagues may find it much easier to get a calm and quiet place to work than another. So, make sure you understand the home-life your business is entering; practical ways about timing contact or adjusting working hours could drastically increase your colleagues performance and improve their well-being.

4. Leading online meetings is a new skill

Online meetings are not the same as being in the same room. You may have been great at engaging people when they are sat 4 feet from you but now you are reduced to the size of a small toy on their computer screen your presence has changed! Online meetings should involve communication not just information sharing, otherwise you could send an email. Remember, your team can also now mute you if they want to, a magic power many an employee has dreamed about when actually in a meeting room! Therefore, what strategies are you planning to get feedback from your colleagues throughout a meeting, or to ensure they are participating and that they are comfortable? You need to re-learn the art of leading meetings for the online world, so read about other people’s approaches, watch the online ‘how to’ videos and ask your team what they need. This is a new skill you will need to learn it quickly.

5. Explain the impact of change

Uncertainty is now a constant. When your team is allowed to come back to the workplace (which may still be many months away) the working world will not be the same. How we get to work, where we work, when we work and who we have contact with will alter radically. However, one thing as managers we do know is how resistant to change colleagues can be, yet change will be thrust upon us all as we adjust. What do you know about how someone processes change (indeed how you deal with it) and what tools can you give them to understand how to embrace and move with change? We’ve written several articles on this (as have many others) and you could share this understanding with your colleagues so they are better skilled to manage their own response to change. When we notice how people respond to change we can then anticipate as managers practical actions that mitigate the disruption and ease the process.

This is a subject that deserves more than 5 tips but the list above is a start to helping you as a manager lead your team in a new way, in new patterns and with new skills.

and if you want to share feedback on this topic or ask more questions, the Know+Do team would welcome a call (online or by phone!) to share ideas.

Asking About Unpaid Invoices

Clear communication is vital. In times of crisis and change, the language we use becomes very important. We might know what we want to say, but we need to check how it's being received.

Talking to small businesses and freelancers now, many are sharing they are not sure how to communicate with clients over invoices, as cash flow becomes tight for them. They also realise that cash flow might be tight for the client as well. So how do you approach this dilemma? My advice would be clearly, honestly and quickly.

To do this, take the time to write out the issue and what you want to have happen. Think of the genuine reasons you’d like to know that the invoice will be honoured. Be aware of your burn rate i.e. how long you can continue to operate without money. Then reach out and very clearly raise the issue. Stay on message. I would be honest about your reason for asking about payment and allow the other person to answer, or to go away and come back to you.

Not asking will not help anyone. Being clear about existing invoices will help you balance the books, especially around any payment holidays you might be taking advantage of. Either way and whatever the answer, you’ll be clearer about where you stand. Your clients will also need to understand where they are. Each of you will have different circumstances and the impact of the crisis will hit different people in different ways. If its impacted you, let people know. 

Beginning the conversation doesn't guarantee payment but it does give you a better understanding of how each client is thinking and trying to to respond. Clients might be stuck trying to understand their own position with their clients and/or government support options for loans or furloughing staff. Equally non-payment to you might be impacting your ability to pay your own suppliers. Ensure that you are aware of your own responsibilities and are communicating with who you need to as well.

These are fluid and changing times and some circumstances have been relaxed around rent, mortgage, VAT etc. As a director or business owner you'll need to work hard to try to keep updated via your accountant or the main government website:

https://www.gov.uk/government/publications/guidance-to-employers-and-businesses-about-covid-19