As we all know, rumour and speculation flourish in a vacuum, even among remote teams, so share facts appropriately. If you’re unsure on how often to connect with your teams, err on the side of over-communication. Poor, absent or unclear communication is the cause of almost every management issue. Now is the time to ramp up clarity and explicitness If you’re sending emails at midnight or on weekends, make it clear that’s just your approach, and that they’re not expected to be on call and responding 24/7. Some people, for example, might be unused to home working and find it difficult to switch off. As a team leader, use your virtual 1-2-1 sessions to tap into those differences, and discuss how you can flex your leadership to support each individual more effectively. Every individual on your team will be having very different reactions to the situation, depending on their personality type and circumstances. The hard-won flexibility of occasional working from home and the enforced version we’re dealing with now are two very different things. Our executive coach, Pippa Isbell, shares what managers and leaders must be mindful of. With home working a reality for the foreseeable future, managers are faced with the challenge of keeping a remote team connected, motivated, productive and happy.
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Then along came a global pandemic, and those organisations and individuals yet to embrace remote working suddenly found themselves pivoting fast.
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Global Workplace Analytics tells us that the number of people working from home rose by 140% between 20.