Remote leadership comes with its own set of challenges, and even the best remote managers can unknowingly fall into certain traps that can hinder success. To help next the generation of remote managers, we asked successful remote-leaders for their top watch-outs:
1. Assuming “Out of Sight” Means “Out of Mind”: Remote managers may unintentionally create a disconnect with their team members by not proactively engaging with them at a personal level. While they might be highly proficient at managing tasks and projects, failing to regularly check in on their team members’ well-being can lead to feelings of neglect or disengagement. Hannes Graah, former VP Growth at Revolut, emphasises the importance of staying in touch with the team members at a personal level too.
It’s essential for remote managers to maintain a strong personal connection and show genuine interest in team members’ personal and professional lives. t’s easy to get caught up in tasks and projects, but connecting on a personal level is the glue that holds remote teams together. I make it a point to reach out, have genuine conversations, and show interest in their lives and well-being outside of work.
2. Underestimating Cultural Differences: In remote teams, members often come from diverse cultural backgrounds, and their perspectives and communication styles may vary significantly. The best remote managers fully understand the importance of cultural sensitivity when managing people from diverse backgrounds/geographies. Not proactively accounting for cultural differences can lead to misunderstandings, misinterpretations, and potential conflicts within the team. Burges Karkaria, Chief Technology Officer @ Censia, learnt this lesson first hand.
In remote teams, cultural nuances matter 10X more. What’s acceptable in one culture might be erceived differently in another. I once witnessed a misunderstanding that could have snowballed into a substantial issue if had it not been addressed promptly. All due to a cultural differences led cause. This drove home the importance of being culturally aware and creating an atmosphere where everyone is heard, even though their communication pattern maybe different from the norm.
3. Disregarding their own Need for Continuous Skill Development: Managers often to prioritize their team’s professional growth and tend to neglect of their own in the process. Remote managers must recognize the value of honing their skills to lead remotely and seek opportunities for their own development as a leader. Investing time in learning and self-improvement is crucial for maintaining remote leadership effectiveness in changing times. Shubham Goyal, CEO of Cerebry, an AI based edutech startup, realized this hard truth about himself when the Covid transition to remote happened.
Remote leadership is an evolving art. Leading teams remotely is an intricate endeavour that needs constant mindfulness and adaptability. I noticed that my effectiveness as a leader was not the same as leading in person (obvious to conclude on the hindsight). I had to learn and challenge myself to stay ahead as a leader in the remote setup. This not only improved my leadership but also set a precedent for my team. When they notice me learning, it creates a culture where growth is a universal value. I believe it is a must for all to continuously invest in their growth to be at the same level as a remote leader as they are leading in person”.
4. Being Merely Results-Focused: While achieving milestones and meeting deadlines is essential, remote managers must also focus on the journey, not just the end-point. Being excessively results-focused can lead to burnout and demotivation among remote team members working by themselves in remote geographies, with little to engage them on a personal level regularly. Burges recounts a moment when a team member’s burnout underscored this lesson. “We were pushing hard to meet a critical milestone, and while we succeeded, one of my team members was on the brink of burnout and quitting. It was a wake-up call. I realized that while results is what makes the business succeed, it’s equally important to celebrate incremental team achievements at every step to keep the morale high and foster a collective upbeat team environment. A healthy team is the foundation for all business success after all. Not seeing the forest for the trees.”
5. Assuming Everyone Comprehends the Big Picture: Many managers may assume that their team members have a clear understanding of the team’s vision, mission, and long-term goals. However, failing to consistently communicate and reinforce this can lead to misalignment, reduced motivation, and, sometimes bigger issues. According to Hannes “Assuming that everyone grasps the team’s true-north in fast-growth settings can lead to misalignment. I once noticed some team members were disconnected from our actual mission, and that was introducing to systemic issues, which are equally hard to pick up on in remote setups. We took a step back and started weaving the bigger picture into our conversations more often. Reinforcing the bigger picture, ensuring that everyone has an intuitive feel for the mission and how their work supports that, is crucial to keep a distributed team coherent.”
6. Underestimating the Impact of Social Isolation: Working remote is isolating, and even the best managers may occasionally overlook the emotional toll this takes on team members. While formal communication channels take care of work-related discussions, remote managers must encourage team members to constantly engage in casual informal conversations, either through dedicated channels or on a personal level. Shubham highlights the impact of this on his team, “We were moving along work wise, but the team dynamic felt a bit flat to me. I realized that while we had gone a great job at operationalising formal communication, channels for team bonding were missing and we relied too much on sporadic offsites. Offsites help but their effects fade after a few weeks, so we had to treat this as a priority too. important, the watercooler chats were missing. That’s when We started encouraging creation of all kinds of dedicated channels for non-work discussions. To ensure team members are as much in touch with each other through the day. It has changed the energy in the whole team.”
7. Overlooking Early-Signs Of Burnout: Remote managers who excel in managing in-person teams might overlook signs of burnout among their teams. It is hard to notice those remotely as most of the body language is hidden behind a screen. But the risk of burnouts is even higher in a remote environment, where boundaries between work and personal life often blur. Burges believes that remote managers need to be extra vigilant to recognize signs of burnout and overworking, “burnout can be a silent predator in remote teams. I’ve made it my goal to be hyper-aware of my team’s energy levels. It’s not just about tasks; it’s about ensuring they set clear boundaries, recharge, and have a life beyond the screen”.
8. No Periodic ‘Communication Audits‘: Remote leaders may fall prey to assuming that communication is always consistent and seamless within their teams. However, hidden communication gaps can creep in and hinder smooth collaboration. Having periodic communication audits and actively seeking feedback on this is crucial to ensure eliminating any such gaps. Shubham urges that communication audits are key to keeping the channels clear and the team aligned.
Communication isn’t just about what’s said; it’s about what’s understood. I conduct periodic communication audits, seeking feedback from team members. This isn’t just a technical exercise; it’s a commitment to ensuring that our virtual conversations are high on clarity, top down from leadership, as well as across the team members. After all, as a distributed team, our work is directly consequence of our communication prowess.
