5 TIPS TO THRIVE AS A VIRTUAL MANAGER
How virtual management is defined:
A virtual manager is someone who, most of the time, or all of the time, is separated from their employees and who manages them using various technologies across distance.
The top drivers for businesses to recruit virtual managers and employees are:
- Geographically dispersed operation or the need to expand
- Reduce costs e.g. office space
- Access to a wider, and more diverse talent pool
- Improving employees’ satisfaction e.g. working from home, not having to commute
- Some key roles need to be remote e.g. construction engineers, sales roles, etc.
A virtual manager is someone who, most of the time, or all of the time, is separated from their employees and who manages them using various technologies across distance.
The top drivers for businesses to recruit virtual managers and employees are:
- Geographically dispersed operation or the need to expand
- Reduce costs e.g. office space
- Access to a wider, and more diverse talent pool
- Improving employees’ satisfaction e.g. working from home, not having to commute
- Some key roles need to be remote e.g. construction engineers, sales roles, etc.
The capabilities a middle manager needs to thrive:
The Association For Talent & Development found that to be successful, a virtual manager needs to display 8 key capabilities, which are:
|
The support in place for virtual managers:
Most high-performing organizations will have a structured program in place to support the development of virtual managers.
The most common resources in place are:
- E-learning modules, live or recorded training webinars covering topics such as: becoming a virtual manager, conducting effective virtual meetings, onboarding virtual employees, managing across time zones, etc.
- A video library addressing specific topics in a short amount of time (bite-size training)
- How to guides that cover most, if not all, aspects of managing virtually e.g. how to coach virtually, how to conduct an appraisal virtually, etc.
- Automated and meaningfully ordered learning assets, send via e-mails, to help managers engage virtually with their team, and to remind them of key business lifecycle events. E.g. Performance management, talent assessment, Mental Health Awareness Month, etc.
- Access to a dedicated L&D, OD, or HR professional to ask questions and get guidance.
- Access to their line manager acting as a coach/mentor.
- Access to virtual coaching from a professional coach.
Most high-performing organizations will have a structured program in place to support the development of virtual managers.
The most common resources in place are:
- E-learning modules, live or recorded training webinars covering topics such as: becoming a virtual manager, conducting effective virtual meetings, onboarding virtual employees, managing across time zones, etc.
- A video library addressing specific topics in a short amount of time (bite-size training)
- How to guides that cover most, if not all, aspects of managing virtually e.g. how to coach virtually, how to conduct an appraisal virtually, etc.
- Automated and meaningfully ordered learning assets, send via e-mails, to help managers engage virtually with their team, and to remind them of key business lifecycle events. E.g. Performance management, talent assessment, Mental Health Awareness Month, etc.
- Access to a dedicated L&D, OD, or HR professional to ask questions and get guidance.
- Access to their line manager acting as a coach/mentor.
- Access to virtual coaching from a professional coach.
5 top tips for middle managers to thrive in a virtual world:
- Use all the training and resources your company has made available to you. Check your Sharepoint intranet for guides, videos, worksheets, case studies, tips to virtually manage in your organization. Be familiar with all the tools that have been made available to you. If you cannot find them, contact your L&D, HR, or OD business partner to ask them what is available to support you.
- Focus on performance management and coaching. Have more virtual check-ins with your team member to discuss how they are doing, what help they need and how your management style is working with them. Ask them for feedback, give them feedback.
At least once a quarter, focus on their objectives and development plans. Establish where they are at, and how they can improve on their goals moving forward. Having a clear career path linked to performance management and coaching is a great motivator.
If you have to have a difficult conversation, rehearse it remotely with a trusted colleague or friend, role play is a fantastic tool to help you own your skills.
Keep logs of all the feedback conversations and action plans you have with each team member. It will help you document the formal reviews. - Build a team culture where everyone feels at ease, works together, and collaborates.
Set up remote social events for the whole team, such as virtual coffee breaks, or virtual lunches. Create events where people can connect and socialize via a video link.
Remember that inclusiveness is not only about social events it’s about engaging the whole team in conversations, and decision making. Check what software you have in place that allows you to chat informally with your team members, to ask for their opinions, or share news in a less official manner e.g. ‘email, Microsoft Chat, Mural collaborative platform, etc.
Engage the team with micro-learning initiatives such as a lunch & learn presentation by another leader in the business followed by a Q&A session, some case studies, some team talks activities, quizzes for specific events, etc.
These camera-aided learning activities encourage the team to see each other and feel comfortable with each other.
Check with your L&D, HR, or OD business partner to get a list of bite-size training activities, or ask your team what they would like to cover and be creative. - Be mindful of time zones and preferences. Be flexible with locations and schedules. It is not about a manager's preference, but about the team and what works for individuals. Allow virtual meetings and events to happen at different times to show flexibility, and to address everyone’s needs. Team meetings and activities should not take place every Monday at 9 a.m. your time because you find it convenient. They should happen at different agreed dates and times to make sure everyone has to be equally flexible.
- Build your network outside of your team, know what is happening in your company and industry. In your organization, ask your manager to introduce you to relevant stakeholders, get in touch with colleagues to share best practices, keep your eyes open for webinars and webcasts, join your LinkedIn or Facebook company page, etc.
Outside of work, join a professional body, use LinkedIn to connect to people with a similar job to yours and share best practices, join groups and companies that are aligned with your industry, etc.