Managing remote teams
Produced in partnership with Beth Pipe
Managing remote teams

The following In-house Advisor practice note Produced in partnership with Beth Pipe provides comprehensive and up to date legal information covering:

  • Managing remote teams
  • Getting the basics right
  • Keeping in touch
  • Team bonding
  • Agreeing a flexible approach
  • Measure by task not time
  • Setting goals & agreeing outcomes
  • Supervision v micro-management
  • Things to consider when conducting virtual 121s or having difficult conversations
  • Maintaining a healthy work/life balance

Many managers are concerned about managing teams they don’t see in person on a regular basis, but there are plenty of success stories which prove that remote teams can be highly productive. This Practice Note explores:

  1. getting the basics right

  2. striking the right balance when it comes to keeping in touch

  3. team bonding

  4. agreeing a flexible approach

  5. managing by task not time

  6. setting goals and measuring outcomes

  7. supervision v micro-management

  8. things to consider when conducting virtual one-to-ones (121s) or having difficult conversations, and

  9. agreeing appropriate boundaries

Getting the basics right

Remote teams are becoming more and more common in organisations. The biggest single mistake made by many managers when it comes to managing remote teams is the assumption it is the same as managing a team that work together in the same office. It is not. The good news is that there are lots of transferable skills you can use, such as goal setting and coaching, but there are a range of other things you need to consider as well.

There is also a dangerous assumption that for a remote team to work they must have access to the very best technology. This is not the case. While technology plays an important role in remote teams, the technology is simply a tool, and it is the use of that tool which will help, or hinder, the performance

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