What we have is a failure to communicate

In this, our second in a series of articles on Managing in the new Working-From-Home paradigm, we will be looking at the most important element, communicating with employees.

Many managers are struggling to cope with the new challenges because they have no experience with it. Consequently, morale amongst many employees is low, affecting productivity.

Previous lessons are irrelevant. Employees that worked remotely were easier to manage because they were usually self-motivated and had self-discipline. Studies have shown that only a third of people have the necessary characteristics to be effective in a work from home environment even in “normal” times.

Many employees require some form of constant engagement and motivation. This was easier to accomplish when managers were readily available. No only are rapid decisions still important but advice or coaching is even more important than in the past.

Fortunately, and for the first time in history, we have the technology to virtually “meet” with others. Business leaders can create and execute a communication plan to virtually engage effectively with all employees, regardless of where they work.

When creating these communication plans, it’s important to include input from a cross-section of employees, especially those who work remotely. Doing so, will facilitate their buy-in to the plan.

The plan should be clear and precise and it should outline the purpose, frequency and expected results for all types of meeting.

Group meetings, which seems to be the preferred venue right now, are admittedly good for team building but they also tend to be dominated by forceful personalities and are therefore less effective for all employees. Managers should remember to engage with all members of their teams.

One-on-one meetings are the most important to get right and is really where the rubber hits the road. These should be frequent enough for the manager to stay on top of what is happening to the employee and that the employee remains on point, but also as an opportunity for the employee to voice any concerns.

Most employees are more comfortable and more forthcoming in one-on-one meetings. They facilitate employee individual engagement and allows relevant feedback for both manager and employee.

Finally, in the office paradigm, the “coffee room”, the “water cooler” or just “talking-over-the-divider” often provided the venue to engage in new ideas, blow off steam, or simply to feel more human. And while these opportunities seem lost, good managers are finding new ways of communicating with employees. Instant or direct messaging apps and chat rooms provide a chance to vent, to opine, to ask for advice or for general discussion. The uses are unlimited except by management but they can help keep teams on the same page.

Employees can lose respect for managers who do not appear to respect them by skipping meetings with little or no warning, so once you have a plan commit to it. Consistency is essential and will pay dividends in the long run.