The current pandemic, technological acceleration and the emergence of new organizations are driving a growing number of executives to manage dispersed teams. What are the key aspects of remote management? How to optimize professional exchanges? How to motivate, empower and monitor the performance of telecommuters? How to facilitate virtual meetings? What talents should you develop: communication, flexibility, empowerment, trust? How to maintain dynamic cooperation and cohesion in a dispersed team?
Extracts from Remote Collaboration
Between 2005 and the current pandemic of 2020, telecommuting has increased by 140%. The COVID-19 crisis has accelerated the process by highlighting the advantages and challenges of telecommuting. Taking into account what this period of isolation and social distancing has revealed, our focus in this video is on the underlying reasons for the increase in telecommuting and on the available resources that will drive its development in the coming decade.
We know that not all jobs are suited to telecommuting. But what about the people? Are all people compatible with telecommuting? It is actually an alternative way of managing one’s life, that requires qualities such as self-discipline, autonomy, initiative and openness to collaborative tools. In this video we will analyze the challenges faced by teleworkers and how to address them.
Even from a distance, we remain a team. Telecommuting with its challenges of communication and isolation highlights the importance of collaboration. Let us explore how to facilitate remote cooperation by: – Instituting virtual rituals, – Establishing a dynamic of continuous improvement to collaboration – and boosting the cohesion of virtual or hybrid teams.
Remote management requires adapting or even redefining the manager-employee relationship. How can we maintain optimal communication, boost telecommuters’ motivation, and ensure their productivity? One-on-one discussions between the manager and the telecommuter is a key element. Here are 4 tips to make these individual discussions a performance and motivation booster.
The managers and teams that suffered the most during the crisis are those that functioned on a more traditional “command and control” approach to management. This model only works with a strong manager-managed physical proximity link, and with management that is overly directive. The teams that fared best during the crisis are those that were already operating on autonomy, responsibility and trust.
Developing Conscious Communication
Extracts from Developing Conscious Communication
We cannot not communicate”. Everything is communication. Every expression, gesture, word, silence speaks of you, speaks for you. Clear and positive communication is the base of a great relationship. We will see in this video the 4 major laws of communication: the keys for the first 5 minutes, the transmission-reception difference, communicating beyond talking and how humans are an iceberg.
Are you sometimes misunderstood? Do you sometimes not understand the person you are talking to? Thomas d´Ansembourg, pioneer of Non-Violent Communication, distinguishes 4 traps in our way of communicating. Judgements, beliefs, binary thinking and disempowering language.
How to practice active listening? Above all, what is the basis of active listening? Availability, curiosity and openness. Here are the 3 key principles to which you can link 3 tools: synchronization, questioning and reformulation. We are going to study these qualities and tools that will make you an excellent communicator.
It is not “normal” to be constantly stressed at work. The observation of permanent stress requires work on yourself, of course, but also, when possible, intervention from your superiors. In this video, we will see how to listen to stress signals, how to break out of silence and intelligently express your difficulties.
The Stance of Remote Manager
Extracts from The Stance of remote Manager
A manager must be courageous, caring, and agile, regardless of people and circumstances. We have a video on the subject. These 3 skills are of course also essential for remote management. In this video we are going to look at the 3 skills a manager should particularly demonstrate when dealing with telecommuters: communication, flexibility, and empowerment.
The art of cultivating a positive outlook. “Think positive, smile, be positive, look on the bright side,” as the magazines write. Seeing and considering (prophesying) the best will actually give you a better chance of having a happy life. At least you can be aware of the filters of perceptions (selection, interpretation and generalization) that distort your view of reality, often in a very negative way.
Human beings need attention and consideration to fully express themselves and give the best of themselves. As adults signs of acknowledgement seems to take a back seat, especially at work. So why are signs of acknowledgement so important? Why are they so little or so badly given? And especially how to give them?
Being an adult is : Having the wisdom to discern what we can change, changing what we can, and accepting what we cannot change. Accepting what we cannot change; this is what we call letting go.
Remote Organization and Performance
Extracts from Remote Organization and Performance
The growth of telecommuting requires rethinking the way work is structured. The lubricant of contact represented by natural interactions at the office is becoming increasingly absent when working from a distance. Roles sometimes need to be divided up. Common rules and values need to be rethought. The manager must be attentive to creaks in order to devise efficiency strategies and make work organization more fluid. How to define and organize telecommuting modalities as a team?
According to a ministerial report, telecommuting can increase production and productivity by 5 to 30%. However, managers are worried about a possible drop in the performance of remote workers. In effect, telecommuting forces managers to: – Let go of old-fashioned control, and dare to give more autonomy. – Guarantee performance by focusing on defining clear objectives and motivating telecommuters to achieve them. – Adjust indicators and performance monitoring.
Seneca said, “There is no favorable wind for those who do not know where they are going.» Do you have SMART objectives – measurable, ambitious, realistic, a target towards which you can project and direct your action in the field? Having a vision and defining it into a strategy is certainly an essential step. The next step will be to translate your vision into concrete actions and to define the monitoring indicators of your preset objectives In this video we will see how we can formulate our objectives, how to negotiate them and the key questions to ask ourselves before committing.
Our notion of time is turned upside down when we leave the company’s premises with its conventional schedules. When we work remotely, telecommuting or off-site, how do we make sure that the contractual working time will be effective, how can we ensure that it will be productive? We’ll look at telecommuting legislation first, then the importance of trust in organizing telework, and finally I’ll give you some tips for managing your time wisely when working from home.
Want to regain control over your time? Take control of your daily schedule so you never have to suffer through it. David Eisenhower, the 34th President of the United States of America is quoted as saying: “What is important is rarely urgent and what is urgent is rarely important. Eisenhower’s matrix was developed from this quote as a way to help people prioritize their duties. How? By discerning what is urgent and important.
The dashboard is an indispensable tool for monitoring the development of one’s activity, especially as a manager. Just like a car dashboard, the dashboard in a company allows the visualization, the follow-up and the exploitation of data in the department through figures, ratios, graphs. With a good dashboard, a manager, even if they are off-site, will be able to react quickly to any deviation and build their vision of the future. Here are 10 tips for a quality dashboard.
Contributing Positively to Change
Extracts from Contributing Positively to Change
Managers can no longer confine themselves in being a mere transmitter of the change desired by the Senior Management. They must be a driving force for this change. In our changing world, they must anticipate and initiate change rather than undergo it. Three talents are therefore necessary: Being on the lookout (benchmarking, etc.), making your teams think and brainstorm with them, and finally being proactive during transformations and continuous improvement.
Generations Y and Z want or even demand greater freedom in the form of autonomy and / or flexibility. As for the older generations, they are sometimes irritated by this demand, because they find the liberation that the Ys and Zs grant incompatible with the corporate world. In this video we will explore what these younger generations expect in terms of autonomy and flexibility and how to respond.
In this video entitled Getting out of your comfort zone (part one), we will look at what the comfort zone is and the benefits of staying in it. Then we will analyze the locks and tensions that keep us there. Finally, we will describe all the advantages of leaving this comfort zone to enter a creative zone.
Stepping out regularly of your comfort zone will evidently help you make one discovery after another, as well as better manage periods and situations of stress and change. You will be accustomed to facing unusual situations that require adaptability and self-confidence. In this second part about Comfort Zone, we will study the antidotes, the strategies and gains we get from stepping out of the known and routine zone.
Meetings, a Booster for Remote Cooperation
Extracts from Meetings: a Booster for Remote Cooperation
Teleworking, telecommuting, travelling subcontractors .., how to properly organize remote meetings? Let’s explore the advantages of virtual meetings. What tools are needed? How to lead these on-line meetings to make them as efficient (even more effective) than on-site meetings?
Conducting meetings is undoubtedly the most difficult task for a manager. It requires a large permanent gap and excellence in all areas. To deploy excellence in collaboration, you must be goal-oriented, an excellent communicator and be able to adapt to all people and situations. These 3 talents make you a conductor.
Are you a manager? The staff meeting is essential. How can you ensure that it doesn’t turn into a de-motivating routine, but rather is a meeting the whole team looks forward to attending? Meeting with all the staff members is indispensable for sharing information, of course, but it’s also important for the team’s group cohesion and for co-construction. Here’s an efficient and innovative way to carry out your staff meetings.
The first 5 minutes help to lay a solid foundation for the meeting. Here’s how to get participants on board in 8 steps. As if it were a matter of getting them on a sailboat for a crossing. The SOPADERP (Subject, Objective, Participants, Animator, Duration, Energy , Rules and Plan) is a good tool to provide the speaker leadership, and these first 5 minutes a structure while making sure to create conviviality.