How do you run this management remotely?


The corona pandemic has plunged many into a managerial experiment that not only makes new demands here and now – but will also make its mark in future competence requirements for managers. Distance management is therefore here to stay, which is why it is quite obvious to learn to lead from a distance.

One of the important elements of distance management is how to run this management remotely. For many, this can be considered a challenging manoeuvre, not least because of the way we are used to leading. Because how do we actually stand together by keeping our distance? And how are you a present leader from a distance? Well-known management concepts such as trust, self-management and communication acquire new aspects and nuances when the manager has to cope without his perhaps most important tools: the continuous contact, daily contact, informal communication and physical meetings. 

We have collected 4 concrete suggestions on how you can succeed when you need to lead your employees from a distance: 

4 suggestions on how to guide your employees remotely

1. Issue self-management driving licences

When you as a manager are forced to lead from a distance, it also requires a good balance where employees have to lead themselves more. This means, for example, that your employees must be able to seek help and sparring themselves and make professional decisions in their daily work.

The first step towards self-management is thus to agree with the employees that they have an expanded obligation to cope with everyday life themselves and actively demand the management they need. It is in the expectation vote that you lay the most fundamental foundation stones for your employees' self-management. When you reconcile expectations, you need to make clear agreements and frameworks and guidelines: who does what, when and how? What matters is that there are clear agreements and principles for what you and the employees take care of, respectively. The guidelines may be flexible, but they should initially be clear. An unclear basis for self-management can lead to misunderstandings and increased uncertainty. 

2. Create presence through informal communication

Informal communication is an essential source of the presence and trust all employees need from their manager. However, it is difficult to master when there is no longer the same opportunity for daily chiters at the coffee machine, no quick evaluations of yesterday's results or compilations of how the kids are doing at home. Therefore, it may make sense that you as a leader from a distance are aware of regularly creating and exploiting opportunities for the informal – and positive – communication.

It can be a call that is just about how things are going, or that as a manager you ask about the employee's well-being and tasks when you talk about practical things anyway. Also consider a trip past different devices and say hello – not just when there are agreed meetings. However, informal inquiries can help employees become unsure why the manager is now suddenly calling or coming by. A good idea, therefore, is to speak out and say out loud: "The next while I'll call or come around to say hello and just get greeted so I have a better sense of how you're going and feeling." 

3. Be aware of fall groups in digital communication

Distance management places greater demands on communication than management in a physical workplace, both because social isolation can make employees more vulnerable, but also because there is a high degree of writing, which increases the risk of misinterpretation. Thus, there are easier misunderstandings and hurt feelings when communication takes place primarily remotely. As a leader, you must therefore be more careful to communicate accurately, because as a leader your words are received more strongly and a single sentence can hurt.

Therefore, be even more careful with the wording of your emails and other written communication. For example, consider using metacommunications, where you comment on the communication along the way, such as: "I understand your email so that... Is that correct? I ask because I want to make sure we agree" or "It's important that you read this as an idea you can consider, and not as the only option". And remember the use of emoticons. They are also a form of metacommunication that can really be used to ensure that the mail is read in the right tone. 

4. Professional sparring from a distance

As a manager from a distance, you need to find new ways to compensate for the fact that you are less often present among the employees. Distance management reduces the possibility that employees can easily ask for advice and get sparring with their immediate manager. Therefore, create the experience of accessibility. Here, accessibility is about the employee feeling, despite the distance, that the manager is reachable when needed. Therefore, make sure that the employees can contact you and get quick feedback when they need clarification of questions or need sparring.

One way to enhance the accessibility experience is to let your employees know where you are, what you spend your time on, and when they'll have the opportunity to meet you next. For example, consider having a visible calendar where employees can often orient themselves or to keep regularly informed about what you are currently busy with via newsletters or on the occasion of meetings. 

Therefore, if you need sparring on how to create a better family and work life balance for your employees, please contact us today!

Portrait of Nikoline on a black background. She is facing the camera straight on and wearing a denim high-neck dress and silver hoop earrings.

Nikoline Nybo
Consultant

BA Anthropology and Chaos Pilot.


Experience in cultural analysis and anthropological methodology, project management and process design, organizational development and facilitation.

Portrait of Louise Marie on a black background. She is facing the camera straight on and wearing a red v-neck jumpsuit.

Louise Marie Genefke
Consultant

Cand. mag. Marketing & Communication, MA Management and External Lecturer AU.

Experience with management, talent and organizational development, facilitation and Employer Branding.