When we talk about the importance of building strong relationships with employees, there’s a growing contingent that we often neglect: those who don’t work in the main office. This means not just the 31% of Americans who work remotely four or five days a week but also the people in satellite locations, where workers can easily feel forgotten. I’ve experienced this problem both as a manager and as an employee. For instance, when I ran a startup in San Francisco that was acquired by a company based in Toronto, I went from overseeing on-site and off-site employees to leading an entirely off-site branch of a faraway business. Being a remote employee myself, and having my entire team also fall into that category, forced me to think differently about how to build team culture and keep everyone engaged and motivated.
Stop Neglecting Remote Workers
Three ways to make sure they’re truly part of the team.
January 17, 2018
Summary.
A large percentage of American workers don’t work at the main office. What can managers do to build team culture and rapport — and keep everyone, both off- and on-site, engaged and motivated? In this piece, the author suggests several strategies to try: First, ensure equal participation in standup meetings. Second, publicly recognize contributions. Third, beware of scapegoating. Fourth, double your relationship-building efforts when you’re busiest. Finally, hire for (and cultivate) emotional intelligence. Armed with these simple guidelines, managers in any industry can keep both their in-person and remote employees feeling productive and supported.
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HBR Learning
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.