Chances are, you’re reading this at work, but you’re not in the office.
You may be on your way to a meeting, and you’re catching up with your favorite websites on the journey. Or you’re stuck at an airport. Or waiting in a coffee shop.
Or you might be working, but not actually in the office.
Remote work is most definitely a thing these days, and it’s not only for people who own their own business or work as contract project managers. Global Workplace Analytics, which studies trends in working life, says that working remotely, among the non-self-employed population, has grown by 115% since 2005. That’s nearly 10 times faster than the rest of the workforce.
These numbers show that it’s people in more well-paid jobs, like project management, that have the option for working at home. A typical remote worker has a college education, is 45 years old or older (that seems quite old to me – I know plenty of younger project managers and IT professionals who have flexible working arrangements with their employers), and earns an annual salary of $58,000 at a company with over 100 employees.
Even I do it. I’m writing this at home, waiting for my Pilates instructor. (Yes, really! She comes to my office. If she didn’t, I wouldn’t exercise at all.)
I love the flexibility of remote working, and it’s definitely something that is a helpful recruitment and retention tool when looking for talented people to join my project teams.
However, when your team is scattered across the country, and possibly even further afield, it’s important to think about how you are going to keep them on track and engaged with the work.
You can’t have a quick huddle on a difficult day and boost everyone’s morale. There isn’t the option of popping out and bringing ice creams back for the gang as an afternoon treat. Sometimes it can feel like all you do is message and call people to keep them on track. So how do you keep a sense of team when your team is everywhere?
We’ve got some low stress tips to help you out.
You already know that communication is important for successful projects. Keeping the communication channels open even when the team isn’t physically situated together can be a huge headache, but it doesn’t have to be.
Block out a day where you do all your catch up calls and speak to your whole team. If you can, get small groups of team members on the phone together.
Your project customers are just as important as your team members. Sometimes, in the effort to keep the team moving, we forget about the people we are doing the work for. Put regular time in your schedule to do your comms activities – invite people to standing meetings if that helps.
Remember to cancel any sessions you feel you don’t need to avoid wasting people’s time.
Automate as much of the “management” comms as you can. Set up LiquidPlanner to send email alerts for when tasks are due, and reminders for upcoming deadlines. That’s at least something you won’t have to remember to do manually.
Sometimes team members need more than a check-in and reminder about the top tasks they should focus on this week. Supporting team members remotely is hard, because ideally you’d want to be sitting at their desk coaching them through a task.
Whiteboarding apps, mindmapping apps, screensharing tools: all these offer the opportunity for you to virtually collaborate with a colleague and to see what they are doing so you can help, coach, and mentor from your home office.
Make sure your team members have access to the tools they need to be able to work in pairs or small groups.
Use a tool that will help you stay on track with your project, even in fast-moving environments. When the culture of your team is that everything goes in the tool, it’s easy to see changes in real time and react to them.
This is probably the biggest change for most teams, even though technical teams will have been working with project management and coding solutions for years. The mental hurdle is to open the tools you need in the morning and then stay in them all day, keeping everything updated in real time.
It’s actually easier than it sounds. Once you see the benefits of doing so, you’ll find it relatively easy to switch from your old ways.
The biggest benefit is having total visibility about the project, which helps your whole team stay on track. Or pivot as required, if you sense that something isn’t working out as it should.
This is probably the hardest thing to do with a remote team. It’s also the hardest to give advice about because people are motivated by different things. Get to know your team members so that you can tailor their work (as far as you can) to the things that interest them and motivate them.
(RSS generated with FetchRss)