(This post has been updated to reflect the state of the pandemic in January 2022.)

Just when it looked like the worst of the COVID-19 crisis was over, the arrival of new variants, including the highly-transmissible Omicron, has led a number of companies to shelve their return-to-office plans in favor of virtual and hybrid work arrangements.

When the virus shut down the world in 2020, millions of employees who were fortunate to have jobs that could be done remotely were suddenly thrust into working from home (WFH), many for the first time and with little preparation. Before COVID-19, only around 7 percent of workers in the US regularly worked from home, according to a Bureau of Labor Statistics report.  During the pandemic, 62 percent of employed Americans reported working from home, according to an April 2020 Gallup survey.

As case counts declined and vaccines rolled out, the share of workers telecommuting began to shrink and companies started to make plans to bring workers safely back to the office.

As life slowly returns to some semblance of pre-pandemic normal and the economy continues to open up, the fact remains that telework is here to stay. The trend toward remote working has gathered momentum not only from concerns over subsequent waves of the virus but also due to a widespread preference for more flexible modes of work.

Since founding Propel, we’ve led numerous in-person and virtual trainings and workshops. As a result, we have developed a shortlist of best practices for virtual leadership. The following techniques are ones that I have found effective to improve team performance and morale in the time of physical distancing.

Demonstrate Compassion

As the boundaries between home and office life blur, and work is being conducted at all hours, the potential for burnout is high. Not everyone has the ability to work a traditional 9-to-5 schedule. For parents trying to home school children, remote work arrangements bring specific challenges.

There are a few ideas that stand out as quick wins, with little cost to implement. Some suggestions include: Make time to listen deeply and understand each team member’s circumstances. Be willing to offer your wisdom, or simply serve as a non-judgmental sounding board. Lighten the mood with humor. Set a positive tone to create the right conditions for team engagement.  Ask questions and let the employee’s concern, rather than your own stress, be the focus of the conversation.

Start with a Personal Connection

Short check-in activities during meetings create opportunities for connection that we might have lost since we left our offices. Even when participants are familiar with each other, these activities build safety and strengthen bonds. Have participants briefly introduce themselves and begin with an icebreaker question such as, “What’s one thing that you started during this time that you want to continue?” This allows people to take a breath and feel connected before the meeting begins.

Be Prepared and Clear on the Purpose

In general, people come to a meeting with three questions in mind: 1) Why am I here? 2) What is my job? and 3) Am I safe?

Statistics show that poor facilitation of meetings and a lack of preparation hamper productivity. In a survey conducted by Korn Ferry, 67% of respondents reported that “spending too much time in meetings and on calls distracts them from making an impact at work.” In that same study, more than a third (34%) said they “waste between 2-5 hours per week on calls or meetings that don’t accomplish anything.”

While collaboration is indisputably at the heart of success, there is a need to be strategic in how we use our time in meetings. Leaders should encourage informal, ad-hoc conversations (quick video calls or chats) for issues that come up and make it clear that team members should reach out to one another.

Leaders can facilitate efficient meetings by sending out an agenda in advance.  This step ensures that each participant has a reason to be at the meeting, is clear on their assignment, and is prepared to speak on their assigned topic. It is also highly important for team leaders to begin and end the meeting on time.

When leaders offer clear direction and purpose, they create safe spaces where team members feel empowered to step up and participate in meaningful ways.

Make Psychological Safety a Priority

Leaders should make it a point to observe how team members interact during meetings. Does everyone have an equal voice? Do teammates interrupt or talk over others? Working in a psychologically safe environment does not mean that people will always agree with each other, but it is about creating a climate of mutual respect.

Promoting psychological safety is one of the best things leaders can do to increase engagement. Giving team members a safe space to speak up, without fear of repercussions, promotes a growth mindset that can bolster creativity and performance. 

In the face of continued uncertainty, it is important that leaders involve team members in decision-making, especially about the appropriate timing to reopen the workplace. This might include conducting surveys or regular one-on-ones. The most successful companies keep an ear to the ground and are well aware of staff concerns, priorities, and ideas.

Adapting to new work attitudes and dynamics will not be easy. It requires a continuous learning mindset and there will likely be missteps along the way. But, with empathy, respect, and flexibility, it is possible.

To learn more about The Propel Consulting group, contact us now.

References:

Remote Work Is Becoming Permanent — for a Sliver of the Workforce (businessinsider.com)

As remote work is normalized, an industry helps workplaces downsize – Marketplace

5 tips for becoming a more effective leader for a virtual workforce – FM (fm-magazine.com)

Edmonson, A. (2020, 6 March). “Don’t Hide Bad News in Times of Crisis.” Harvard Business Review.
https://hbr.org/2020/03/dont-hide-bad-news-in-times-of-crisis

Gratton, L. (2020, 27 April). “How to Help Employees Work from Home with Kids.” MIT Sloan Management Review.
https://sloanreview.mit.edu/article/how-to-help-employees-work-from-home-with-kids/

Lowy, J. (2020, 9 April). “Overcoming Remote Work Challenges”. MIT Sloan Management Review.
https://sloanreview.mit.edu/article/overcoming-remote-work-challenges/