Best Practices for Remote Work: Management Guidance

"Nothing has a greater long-term impact on a business than the people who have an immediate impact on its employees -- no matter where they work." (Gallup)

Remote work is becoming less of a perk and more of an expectation that leaders must accommodate, especially in light of recent events. If you are new to managing and leading remote workers, don't worry. Many of the same principles that apply to managing employees face-to-face also apply to managing employees from a distance. There are a few important distinctions, though. For instance, effective management processes are even more important when leading individuals and teams from a distance. Following the best practices outlined below will ensure the highest likelihood of success.

If you are a Cornell employee, take a look at the University's COVID-19: Remote Work Guidelines for Departments and Managers page for additional resources and Cornell-specific guidance.

Technology

• First, provide reliable tools - Invest in reliable tools to make collaboration possible. Then develop clear processes to use such tools. If your staff can't do basic tasks, if they struggle with seeing or hearing on a conference call, or if they don't have the right permissions to access needed materials online then you need to provide them with the right hardware, software, and training to allow them to complete their work before thinking of anything else.
• Use the right tools for the right purpose - Match the technology to the task. Text-based media is most useful for quick questions and information sharing, while video can be vital to problem-solving and building relationships.
• Use technology to build community - Create spaces to connect workers from a distance. Use technology to celebrate and recognize accomplishments just as you would in a more traditional setting.

Communication

• Create a communication strategy - Be intentional in your communication. Leading from a distance often requires more structure and proactive communication than when managing face-to-face teams. Understand the needs of your workers and create a strategy for ensuring the right information is shared at the right time.
• Engage regularly - Part of the communication strategy should allow for consistent interaction and engagement with all team members. Often this will require at least some form of communication on a daily basis, with longer check-ins/updates scheduled regularly.
• Create a personal/team charter - Managers need to be clear about their own and their employees' roles in sharing information. Create a document that defines roles and expectations and then hold yourself and your employees accountable for adhering to those guidelines.
• Avoid multi-tasking - Even in face-to-face situations, it can be difficult to always be present and to ignore distractions. In an online environment, that can be even more so. Close email and other programs while on video conferences so that you aren't tempted to check them while communicating with employees. Set yourself up to be able to listen actively and give your full attention to the matter at hand. 

Relationship-building

• Individualize/Include - Remote workers often have completely different pressures that must be dealt with that require an individual/inclusive approach to management. Understand that each employee has unique circumstances. For instance, some might need to work non-standard hours in order to complete their work because of family responsibilities. Take each employee's individual situation into account when planning schedules and deadlines. 
• Establish close bonds; help and support frequently - Discuss needs upfront, but also understand that circumstances change and often with short notice. On a weekly or even daily basis, check in to see if there any needs have changed or if there is additional support that can be offered in order to help your remote worker succeed. Understand that relationships with virtual employees will often require extra time and effort to build and maintain.   

Accountability

• Define/set clear expectations - One of the most fundamental requirements for managing remote workers involves setting clear expectations. Everyone has different ideas of what different tasks might require, so be explicit in what you want from your employees. Parameters, deliverables, deadlines, and metrics for success must be crystal clear and objectively measurable. Don't just ask for something to be done "quickly", ask for something to be submitted by a specific time. Because so much context is lost when not meeting face-to-face, it is never a bad idea to overcommunicate when it comes to your expectations.
• Trust your team/build trust - While it is important to build relationships with your team that will allow you to trust that they will fulfill all of their goals and responsibilities, it is also important to remember that trust is a two-way street. Managers must be bound by the psychological contract that is created with their employees. If a promise is made, it must be kept or a satisfactory explanation given. If expectations change, that must be communicated immediately. By being trustworthy, it is much easier to build that same trust with your employees.
• Stay focused on goals, not activity - As a manager, it can be difficult to gauge what remote workers are doing or when they are doing it. Therefore, it is best to avoid focusing on that and to instead focus on whether or not goals are being met. If so, then it is less important how the work is being done. If goals are not being met, that can be an indication that a conversation needs to happen with that employee to find out what can be done to support them in order to get them back on track.

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