"I'd like to be able to lead my remote and flexible team members without them accusing me of checking up on them or not trusting them." Today Paul and Jeanine are in Coober Pedy Australia discussing how to keep remote and flexible staff connected, involved and motivated. Based on the Deci and Ryan theory of self determination this episode covers practical ways of working with & leading geographically remote staff, specific questions to ask to ensure connectedness and motivation are maintained and the type of skills you need to develop in yourself and others to be future ready.
"I'd like to be able to lead my remote and flexible team members without them accusing me of checking up on them or not trusting them."
Today Paul and Jeanine discuss how to keep remote and flexible team members connected, involved and motivated.
Organisational Psychologists (Deci & Ryan, 1985, 2008) published the Self determination theory as a model for individual motivation. Their model has been shared on LinkedIn, 2019, by Ask the Team, NZ , to create a model they refer to as "Leadership by involvement." It is this model we will use as our framework for helping you to lead and manage remote and flexible staff.
The leadership by involvement model has three elements:
Control/Measure - Staff are allowed to control how they get things done. The leader measures productivity. To do this, tasks need to be given in project format and measurements agreed with staff. In 2009, Jane Parry, PhD researcher from Solent University in UK , published a paper that mapped the new ways of working where productivity was not measured by turning up to be present 9 to 5pm. The paper recommended leaders divide tasks into projects and measure/monitor productivity on: was the project completed on budget? did the team work well together? is the report of a high quality? The paper went on to reveal that line managers lack of training in how to manage remote staff lead to the detriment of flexible working arrangements.
Competency - It is the leaders job to train staff to do their job well in the present and develop them for the future. This requires training them for more than the technical skills needed on the job today. Staff need training in how to deal effectively with challenges, issues and situations that are as yet do not exist.
Staff training would therefore consist of problem solving ways - creative thinking, innovative thinking, agile design, critical thinking and a suite of interpersonal communication skills. Armed with these micro skills staff will be able to cope with whatever challenges come their way.
Connectedness - When staff feel connected or they belong, their motivation is greater. We are blessed today with a plethora of technology in the form of sharing platforms. Provide your staff with these tools and use them regularly to inform, share insights on each others projects and celebrate wins. NB: Leaders still need to have one on one conversations with individuals to consolidate and monitor needs and support required.
Another motivational building aspect in the connectedness element is ensuring staff understand how they contribute to the organisation.
Traditionally your boss may have asked why you were not so enthusiastic about your work by checking whether you liked your job or not. In the leadership by involvement model a leader would ask "Do you think your skills, talent and capabilities are being fully utilised? Do you understand how your role impacts and contributes to the overall organisational goals"?
When you ask these type of questions it is unlikely people will accuse you of not caring, being a remote leader or untrusting.
"I'd like to be able to lead my remote and flexible staff without them accusing me of checking up on them or not trusting them."
Today Paul and Jeanine discuss how to keep remote and flexible staff connected, involved and motivated. Organisational Psychologists (Deci & Ryan, 1985, 2008) published the Self determination theory as a model for individual motivation. Their model has been shared on LinkedIn, 2019, by Ask the Team, NZ , to create a model they refer to as "Leadership by involvement." It is this model we will use as our framework for helping you to lead and manage remote and flexible staff.
The leadership by involvement model has three elements:
Control/Measure - Staff are allowed to control how they get things done. The leader measures productivity. To do this, tasks need to be given in project format and measurements agreed with staff. In 2009, Jane Parry, PhD researcher from Solent University in UK , published a paper that mapped the new ways of working where productivity was not measured by turning up to be present 9 to 5pm. The paper recommended leaders divide tasks into projects and measure/monitor productivity on: was the project completed on budget? did the team work well together? is the report of a high quality? The paper went on to reveal that line managers lack of training in how to manage remote staff lead to the detriment of flexible working arrangements.
Competency - It is the leaders job to train staff to do their job well in the present and develop them for the future. This requires training them for more than the technical skills needed on the job today. Staff need training in how to deal effectively with challenges, issues and situations that are as yet do not exist.
Staff training would therefore consist of problem solving ways - creative thinking, innovative thinking, agile design, critical thinking and a suite of interpersonal communication skills. Armed with these micro skills staff will be able to cope with whatever challenges come their way.
Connectedness - When staff feel connected or they belong, their motivation is greater. We are blessed today with a plethora of technology in the form of sharing platforms. Provide your staff with these tools and use them regularly to inform, share insights on each others projects and celebrate wins. NB: Leaders still need to have one on one conversations with individuals to consolidate and monitor needs and support required.
Another motivational building aspect in the connectedness element is ensuring staff understand how they contribute to the organisation.
Traditionally your boss may have asked why you were not so enthusiastic about your work by checking whether you liked your job or not. In the leadership by involvement model a leader would ask "Do you think your skills, talent and capabilities are being fully utilised? Do you understand how your role impacts and contributes to the overall organisational goals"?
When you ask these type of questions it is unlikely people will accuse you of not caring, being a remote leader or untrusting.