TMA World Managing Remote Workers webinar
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Remote and flexible working is increasingly common and the challenge for the remote worker is to get the very best from employees when their primary, or only, means of interacting with them is via technology. This TMA World e-Class webinar provides an overview of skills and best practice strategies for maximizing the productivity of remote employees.
![Welcome to the Managing Remote
Workers webinar
• Pradip Gajjar
Leicester, England (UK)
pgajjar@tmaworld.com
• Cross-cultural coach, virtual working
consulting, training and leadership
development
• Worked as part of a global virtual team
for last 7 years
• Married, 2 children, really want to do
the East African safari one day
© Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 2](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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TMA World Managing Remote Workers webinar
- 1. Pradip Gajjar pgajjar@tmaworld.com Thursday 28 June 2012 WELCOME TO: Managing Remote Workers
- 2. Welcome to the Managing Remote Workers webinar • Pradip Gajjar Leicester, England (UK) pgajjar@tmaworld.com • Cross-cultural coach, virtual working consulting, training and leadership development • Worked as part of a global virtual team for last 7 years • Married, 2 children, really want to do the East African safari one day © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 2
- 3. A changing world of work • 43% of USA workers will be remote at least some of the time by the year 2016 • 38% of UK based HR Directors in financial services will have offered remote working options within the first half of 2012 • Moody’s ‘45% of our managers have remote workers’ • Microsoft survey: Remote working is a business imperative • Deutche Bank ‘running out of physical space’ • Olympic Games: UK Government is planning to implement remote working for some of its staff this summer, as growing concerns over the capacity on the London public transport network © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 3
- 4. How remote are your workers? © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 4
- 5. Making remote work, work The PEP Framework PEOPLE EXPECTATIONS PERFORMANCE © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 6
- 6. People: Bridging distance Three Key Factors: Communicating – Trust-Building – Motivating ● Accurate and shared understanding with a human touch ● Confidence in the remote worker – manager relationship ● Creatively energizing the efforts across distance © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 7
- 7. People: Communicating Ensuring that each person in the communication can accurately grasp the meaning and intent of another (or others). and … COMMINICATING …create the human touch © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 8
- 8. Adapting to difference How cultural misunderstandings and virtual communication can lead to conflict… The line manager The direct report Main profile differences High task Very explicit Tight with time Relationship focused Fairly implicit Looser with time © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 9
- 9. People: Communicating Communicating ● Establish a pattern of frequent communication ● Use technology to its fullest potential ● Link people together ● Allow for personal preferences ● Keep communication two-way ● Create a climate of trust ● Set up standard operating procedures ● Establish routines and consistency ● Use mutual calendars and schedules © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 10
- 10. People: Bridging distance Authenticity Caring Character TRUST BUILDING Ensuring that there is a Competence high level of confidence Consistency in the remote worker– Discretion manager relationship Fairness Openness Reliability Respect Responsiveness Trust first © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 11
- 11. People: Bridging distance Appreciation Opportunities Invest the time in finding Information out what is meaningful to Short-term goals MOTIVATING each remote worker. Micro-monitoring Community Support One size doesn’t fit all. Contact People focus Resources Planning Belief © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 12
- 12. People: Bridging distance Appreciation Opportunities Information ● Which techniques have Short-term goals you used successfully? MOTIVATING Micro-monitoring Community Support ● Which techniques are new ideas that you will Contact use? People focus Resources Planning Belief © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 13
- 13. Making remote work, work The PEP Framework PEOPLE EXPECTATIONS PERFORMANCE © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 14
- 14. Q&A © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 15
- 15. Thank you for your participation Please visit our website www.tmaworld.com Get in touch! Contact us at enquiries@tmaworld.com or Pradip directly at pgajjar@tmaworld.com TMA World is a leader in developing talent for the global workplace. © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 16
- 16. TMA World is a leader in developing talent for the global workplace. Across 50 countries we apply a blend of experiential workshops and e-learning methodologies to enable individuals at all levels to lead and collaborate across distances and difference: Develop leaders - who possess appropriate global mindsets and competencies Engage global teams - to collaborate seamlessly and support international growth Achieve consistency - across cultures, methodologies and management Harmonize cross-border relationships - both internally and externally Unify your people - to enable the free flow of ideas and skills globally To find out more about how we can help you address your learning and development challenges, please contact us at enquiries@tmaworld.com or visit our website www.tmaworld.com London New York San Francisco Hong Kong Singapore Bangalore Moscow © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 17
- 17. TMA World Publications Written by Terence Brake, President, TMA World-Americas Where In The World Is My Team? Making a success of your virtual global workplace ‘Where In The World Is My Team? Making a success of your virtual global workplace’ addresses the issues of ‘Sanity, Survival and Success in Global Teams’. Tools, theories and concepts are introduced to help businesspeople working internationally to understand and develop the competencies required to manage and lead global teams. The Global Leader: Critical Factors For Creating The World Class Organization Globalization may have become a cliché, but that doesn’t make it any less real or http://www.tmaworld.com/ any easier to achieve and sustain. Global competitiveness requires continuous attention to core capabilities. ‘The Global Leader’ addresses one of the most news-insights/blognews/ critical capabilities needed for winning in this new business environment: a company’s ability to develop global leaders throughout its organization. THE FUTURE OF VIRTUAL TEAMWORK & Managing Globally COLLABORATION ‘Managing Globally’ is a practical, self-help guide to help you develop key management skills for working with other cultures. Packed with essential tips and The work revolution is here advice you will learn how to adapt to different working practices, from and now! This blog builds on overcoming language barriers, making presentations and carrying out negotiations to working in global teams and managing conflict. the work of my new book - Where in the World is My Team? by discussing the latest Manager's Handbook thinking on virtual teamwork A comprehensive guide to learning key management skills, understanding core business concepts, and planning a successful career, ‘Manager's Handbook’ is and collaboration. Enjoy! both an introduction for new managers and an up-to-date reference for experienced managers and those working in new businesses. © Transnational Management Associates Ltd. All Rights Reserved. [Managing Remote Workers] 18
Editor's Notes
- FACILITATOR NOTESType of Activity: Facilitator presentationTiming: 1 minPurpose: To introduce yourself to the delegatesProcess: N/ATools: N/AInstructions to delegates: N/ALink from: Cover screen Link to: ‘Before we begin…’Additional notes: N/A
- FACILITATOR NOTESType of Activity: PresentationTiming: 2 minsPurpose: To provide delegates with the model we’re using as a systematic approach to managing remote workers effectivelyProcess:State that applying an old style of management to this new context might not get you the results you want.Present this as a new management framework that delegates can use to help identify and think through appropriate adaptations for managing remote workers.It’s based on 3 elements: CLICK: People, CLICK: Expectations, CLICK: Performance. Each element is then broken down into three key skill areasIn People, we’ll look at communicating with, building trust with and motivating remote workersIn Expectations, we’ll look at how to ensure everyone’s on the same page using structure, information flow, and monitoringIn Performance we’ll look at how to get high performance from remote workers by sensing what’s happening, enabling efforts, and developing individuals4. State that this course focuses on the core idea and principle that while we often need to work remotely, we don’t want to beremote from one another. Tools:Instructions to delegates: Link from: Time perspective activityLink to: BreakAdditional notes:
- FACILITATOR NOTESType of Activity: PresentationTiming: 3 minsPurpose: To Introduce the three skill areas for this element so delegates have a broad picture of what’s coming.Process: The People element of the framework is about bridging the distance – the physical and psychological distance of remote working – link to the isolation etc uncovered in previous exercises.CLICK: The first aspect is Communicating – the competent remote manager employs a high degree of communication skills along with the ability to use technology effectively to both ensure understanding so tasks get done and create a human connection.CLICK: Without trust, a remote working relationship cannot work. The effective remote manager builds and works on trust instead of command and control.CLICK: Motivating the remote worker requires more planning and creativity. The co-located manager will have natural opportunities to keep workers energized.Transition: We’re going to look at each element in turn starting with Communicating.Tools: Instructions to delegates: Link from: Roadmap, peopleLink to: Communication overviewAdditional notes:
- FACILITATOR NOTESType of Activity: PresentationTiming: 5 minPurpose: To introduce the twin aspects of accurate communication for shared understanding alongside communication that creates the human touchProcess: Pose the question: “How do you ensure that you and your remote workers share an accurate understanding of tasks and create a human connection?” How do you overcome the barriers of:physical distance that means you don’t get the visual cues which confirm or deny understanding, the lack of chance meetings that can uncover misunderstandingsthe inability to “manage by walking around” the lack of physical connection that creates a psychological distanceDiscuss how to make virtual communication more EFFECTIVE. Explaining tasks/ instructions across cultures so that you get the results that you have in your own mind. Explore the challenges with:LanguageAppropriate tone / use of voiceCultural backgroundsContextBody languageTools: Instructions to delegates: Link from: People contextualizationLink to: Communication technology activityAdditional notes:N/A
- FACILITATOR NOTESType of Activity: Pairs workHandout: Handout: Personal Conflict Purpose: To explore conflict in actionProcess: In table teams discuss how these differences will affect the way each person interacts with one another.What additional challenges will being virtual have?Distribute handouts and run through the scenarioAsk delegates:When should Xu Guan have raised the issue? Why did Xu Guan assume his US visitor would tell his manager?Why did he assume that his manager knew?Why did he not check the manager understood on the 13th?Ask delegates to work in pairs to explore how Xu Guan should approach this issue if he and Michael were working with the team’s conflict resolution agreement. How could he handle with the conflict with his team leader so it’s positive? How could his team leader handle the issue? How easy is it for either culture to flex to the other’s expectations of how to operate.Transition: Ask delegates to work in table teams – preferably with a mix of each preferences -- to discuss how these differences will affect the way each orientation sees the other and the interpretation they put on communication and what effect being virtual will have. Will it minimize or amplify differences?If pressed for time have 3 teams discuss one orientation each and report back.If all teams discuss all orientations, have each team report back on one orientation.Transition: Use the following slides to debriefTools: Handout: CC_VC_Culture.docx
- FACILITATOR NOTESType of Activity: PresentationTiming: 2 minsPurpose: To summarize communication best practices linking delegate contribution and TMA best practicesProcess:Link the ideas in the additional notes to the groups’ findings. Point out the emphasis on human behavior facilitated by technology – not the other way round.Tools:Instructions to delegates:Link from: Communication technology activityLink to: Social networking technologyAdditional notes:Establish a pattern of frequent communication: Resentment, paranoia, and passive-aggressive behaviors multiply when the silences are too longUse technology to its fullest potential: Fit the technology to the objective. For relationship building and complex issues use rich media which promote conversations (e.g., videoconferencing, telephone; for exchanging information and dealing with simple issues use lean media (e.g., e-mail). Linking Up: Think about how remote workers could benefit from talking with each other, not just you. Use social media to link different constituencies, provide currency and human touchAllow for personal preferences: Allow workers to communicate in a way that’s most effective and comfortable for them, e.g., do they like to type or talkKeep communication two-way: Focus on pull rather than push communications. Push = giving directions, instructing. Pull = asking questions, sharing ideas Climate: Create a climate in which the remote worker is willing to give you bad news sooner rather than laterSet up some standard operating procedures: For example, use the phone, not email for sensitive or complex issuesEstablish routines and consistency: Reduce uncertainty by having scheduled meetings with an agenda. Routines help create a rhythm and reduce second guessingSchedules: Share your own calendar and best times for contacting you; ask remote workers for their likely work schedule for the work
- FACILITATOR NOTESType of Activity: PresentationTiming: 5 minsPurpose: Identify the principles of building trusting relationships remotely.Process: Review the 12 principles of building a trusting relationship using the additional information. (CLICK x12)Link to suggestionsTools:Instructions to delegates: Link from: Mutual trust activityLink to: TT instructions: Promises, promises?Additional notes:Trusting: Giving as well as trying to get trust. Trust, but verifyResponsiveness: Giving timely and thoughtful Respect: Speaking and behaving in ways that show appreciation and consideration Reliability: Keeping promisesOpenness: Showing a willingness to listen and explore ideas Fairness: Not playing favorites; giving equal opportunities for advancementDiscretion: Speaking and behaving in ways that maintain confidentialitiesConsistency: Aligning values, words, and actionsCompetence: Being a source of knowledge and expertiseCharacter: Demonstrating integrity and courageCaring: Showing interest in the worker’s development and opportunitiesAuthenticity: Being genuine; relating openly and honestly
- FACILITATOR NOTESType of Activity: PresentationTiming: 10 minsPurpose: Identify how to motivate remote workers.Process: Review the 12 principles of building a trusting relationship using the information above. (CLICK x12)Tools:Instructions to delegates: Link from: TT scenario: Promises, promises? Link to: Pair-activity signpostAdditional notes:Belief: Demonstrating a belief that the remote worker can meet or exceed expectations without close supervisionPlanning: Across distances, recognition needs to be consciously planned rather than ad hocResources: Make sure remote workers have all the resources they need to do a good jobPeople focus: Recognizing the individuality of each remote worker and his/her needs and goals . Know every name and face.Contact: Talk to each remote worker at least once a week (preferably more). Even a short check-in conversation helps bridge distance. Communication can be a form of recognitionSupport: Let remote workers know they are not alone – you understand their challenges, and you’re behind themCommunity: Create opportunities that bring remote workers together to share stories, best practices, learning and development eventsMicro-monitoring: Unlike micromanagement – which is excessive control – micro-monitoring is creating measures that enable the remote worker to monitor their own performanceShort-term goals: Keep the goals of remote workers short-term to create regular and motivational winsInformation: Share news quickly to increase the sense of belongingOpportunities: Make sure a remote worker is fully informed of, for example, learning and development opportunitiesGifts: For example, a gift certificate to a local restaurant or theater
- FACILITATOR NOTESType of Activity: PairsTiming: 10 mins activity, 10 mins debriefPurpose: To share what techniques people have used and what are new ideas and they think they will use.Process: Ask delegates to pick a highly motivated successful remote worker and record what techniques worked with worker? Which techniques have you used successfully (even if unknowingly)?Ask delegates to pick a remote worker that they’re having difficulty motivating. Which techniques could they use, if anyAsk delegates to work in triads to swap ideas for 5-10 mins.Ask a volunteer who wants to use a new technique to describe how they will use it and why they think it will be usefulInstructions to delegates: Link from: Motivation overview Link to: People takeawayAdditional notes:
- FACILITATOR NOTESType of Activity: PresentationTiming: 2 minsPurpose: To provide delegates with the model we’re using as a systematic approach to managing remote workers effectivelyProcess:State that applying an old style of management to this new context might not get you the results you want.Present this as a new management framework that delegates can use to help identify and think through appropriate adaptations for managing remote workers.It’s based on 3 elements: CLICK: People, CLICK: Expectations, CLICK: Performance. Each element is then broken down into three key skill areasIn People, we’ll look at communicating with, building trust with and motivating remote workersIn Expectations, we’ll look at how to ensure everyone’s on the same page using structure, information flow, and monitoringIn Performance we’ll look at how to get high performance from remote workers by sensing what’s happening, enabling efforts, and developing individuals4. State that this course focuses on the core idea and principle that while we often need to work remotely, we don’t want to beremote from one another. Tools:Instructions to delegates: Link from: Time perspective activityLink to: BreakAdditional notes:
- Shared: By definition, culture is something a group has in common.Powerful: Even though we can work hard at being cultural flexibility, our natural tendency to revert to our roots.Learned and Long Lasting: A culture builds up over time as the group interacts with its environment. Systematic and organized: Culture is cohesive and has its own inner logic; the values, beliefs, attitudes are related to one another and are not random. Tight or loose: Some cultures are tight -meaning they contain little diversity - while others are more diverse. Largely out of sight and conscious awareness: Culture is like an iceberg – at the top are the tangible aspects of culture (e.g., architecture, food, clothing). Underneath are the largely hidden aspects (e.g., assumptions, attitudes, values). We don’t often become aware of our own cultural orientations until they clash with others.
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