Published in the Journal of Business and Psychology, a pre-pandemic study tracked 220 U.S.-based teams—in-person, virtual, and hybrid—to see which team members emerged as leaders.1
Teams that met face to face chose leaders that had traits often seen and valued in organizational leaders, for example, confidence and magnetism. But these in-person leadership skills didn’t necessarily transfer to virtual leadership. Instead, hard-working, organized, dependable, and productive employees often emerged as de facto remote leaders—not those with the strongest voices or most extraverted personalities.1,2
What does this mean, especially during a pandemic that has upended all our lives? First, remember that “remote leadership” doesn’t need to connote inaccessibility or aloofness any more than being “socially distanced” suggests a complete lack of interaction. Second, although you can’t change your personality, you can adapt your leadership style to better guide your teams in a virtual work world—no matter how long it predominates.
Here are a few things to consider.
Continue to engage… Communicate about the organization as a whole—overarching goals, expectations, and deadlines—and how the employee fits into the big picture. By clarifying your main focus and not assigning too many tasks at once, you help empower your team members to decide how to get the job done in your physical absence.
…but avoid over-communicating. Yes, it’s important to stay in touch with virtual teams, but don’t undercut a common asset of remote work: fewer disruptions. Don’t give in to the temptation to check in constantly just because you can no longer walk past someone’s door or cubicle and see what they’re up to.
Nonstop calls or instant messaging simply can’t replicate the “high-touch” impact of in-person, frequent communications. Worse, too much virtual outreach may telegraph the desire for an instantaneous response, which often adds to stress levels and is rarely needed.
Find other ways to express interest and care, such as with one-on-one emails that focus on the individual, rather than the work. Make it a dialogue, not a monologue. And don’t assume that no news is good news.
Don’t micromanage. Strong in-person leaders tend to micromanage in a remote world, which may make your staff feel as though you don’t trust them. You can no longer measure people’s productivity by how long they stay glued to a screen. Measure what they produce instead.3
Keep an eye on the individual. Just as you have unique personality traits, so do your team members. Tailor your approach to their differences. Perhaps one place to start is with widespread workplace training in virtual social dynamics.
Some employees prefer independence, while others prefer collaboration. Some require clear, consistent structure, while others thrive on variety. Introverts may feel more productive at home. And extroverts may need new ways to interact, for example, through virtual coffee breaks, regular video calls, or chat rooms in messaging platforms such as Slack.4
Remember work-life balance. Although working remotely has its benefits, clearly lines between work and home life can more easily become blurred under these circumstances. You can help by not expecting 24/7 availability from your team. In fact, encourage digital fasts on the weekend. Also be sensitive to loneliness, especially in those who live alone.
One other thing: Technology is obviously indispensable to a virtual work life. Whether you help minimize Zoom fatigue, provide the latest project management apps, or train technophobes to feel as comfortable as possible, make sure your team is equipped to do well in this brave new world.5
Sources
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