Telecommuting is not a new concept. Many organizations, such as Buffer or Digital Ocean, have developed the skills and methods needed to manage their teams and employees efficiently and productively, regardless of where they work. It has even become a competitive advantage among start-ups and, increasingly, among large organizations, to introduce remote working policies to offer their employees flexibility and autonomy. Prior to the COVID-19 pandemic, this practice was not widely adopted. 

With the rise of the latter, a new reality was imposed on us. Even NUMA, which already had a one-day-a-week telecommuting policy, has had to adapt to working entirely remotely. While many articles and books deal with best practices in remote management, we won't attempt to reinvent the wheel. Instead, we'd like to share our five best practices for navigating remote team management.

Preparing for remote working

The transition to remote working involves many changes, from losing control over your team to managing your schedule and participating in video calls throughout the day. However, some things remain unchanged, such as the workload. It's essential for managers to manage their time wisely and strike a balance between managing their team, carrying out their own tasks and dealing with the unexpected. We recommend adopting the 10-15-15 rule put forward in Kim Scott's book Radical Candor, which recommends 10 hours for managerial responsibilities, 15 hours for carrying out tasks and 15 hours for dealing with the unexpected.

Manage your team's performance

Trust is essential for managers in this context. Traditional management methods, based on meticulous control of employees' activities, become impossible when you work remotely. Managers can't simply go to their employees' desks to ask for visibility on the various projects. We recommend using "Objectives of the Week", a component of the OKR method, where each week employees share three individual objectives with measurable results. This will ensure team visibility and personal accountability for their work.

Rethinking modes of communication

Informal interactions around the coffee machine and spontaneous exchanges in the corridors are now impossible. Communication is essential in the day-to-day running of teams, but with multiple communication channels, such as Slack, text messages, calls and emails, it can sometimes be difficult to manage. When choosing a communication tool, it's important to consider the urgency of the message. For emergencies, favor calls or text messages. For internal communications, use tools like Slack. Reserve e-mails for non-urgent communications. In addition, don't hesitate to have more video meetings to maintain the link and connection within the team.

Maintaining commitment with teams

It's important to keep the team engaged, especially in a context where social interaction is limited. Encourage virtual social activities, such as virtual aperitifs or Zoom networking sessions. Share tips and organize fun remote activities to strengthen team cohesion.

Learning to work again

With disrupted routines, it's essential to find a new balance and work rhythm. Establish rules and recommendations for your team, such as daily kick-off meetings to share the day's priorities.

In conclusion, managing remote teams requires adjustments and extra effort to maintain efficiency and team cohesion. By adopting these practices, managers can ease the transition to remote working and ensure the success of their teams, even in unusual circumstances.