Keys for managing remote collaborators

INFOVA gave a seminar, in the form of a webinar, on the challenge of working and leading people virtually. To do this, we first tackled the reality of the current situation and what people are facing in a new work environment, with employees working from home, negotiating with offshore customers and suppliers. Plus, all of this, under a halo of uncertainty of not knowing how long it will last.

These new working conditions can lead management to believe that communication problems may arise, they do not see, therefore they do not know, how much time their employees devote to the performance of their duties or, even, that the bosses leave to turn into a funnel through which all decisions pass

This situation can lead to risks such as poor work done and missed deadlines due to a lack of productivity, not correcting insufficient performance on time, or even deteriorating the bond and commitment of employees. This will give the team an arsenal of excuses for not doing a good job.

Key aspects for dealing with these risks, according to Gonzalo Martnez de Miguel, CEO and Director of the Management Talent Accelerator at INFOVA, “you have to take into account that my obligations as a manager remain intact and that I lead professionals very knowledgeable and committed. On the other hand, it is essential to think that this situation can also be an opportunity, so there is no excuse to do a good job, especially with a technology that allows all kinds of communication and tools for exercising. employee activity. big challenge, all of us who are leading teams, and we have to be up to the task. “

But to achieve this objective, the function of leader must be optimized, through actions such as: “Giving meaning”, involving the whole team, knowing where it is going, knowing the objectives, values ​​and priorities. In this way, there is more possibility that all those who make up a project are focused in the same direction. For this, it is essential to plan and establish objectives, checking the results obtained.

The action “Developing people” is very interesting, for that you have to take advantage of the opportunities offered day by day to train the team. Employees evolve mainly in their daily work, well managed. This means, besides having the opportunity to attend training courses, being allowed to attend meetings with difficult clients or include them in projects outside their field, giving them feedback on their performance, advice and support. You still need to share the game and delegate.

Another important aspect when making is “Being a reference”. Employees need a professional who is in charge and in which to focus on aspects such as commitment, respect for values, excellence, customer service, responsibility, maturity, efficiency, etc. ., in short, employees need someone who is a reference, an example to follow. “It is essential to be punctual in meetings, to respect scrupulously the commitments and to maintain a high level of motivation and enthusiasm”, explains Martnez de Miguel.

One action that requires the most attention is to “create the conditions” so that the team can do its job optimally. To create a conducive domain, it’s handy to maximize the planning of the whole team, maintain daily contact with fluid communication, delegate widely, and deal with problem resolution quickly.

Without a doubt, the big challenge that managers face is “Inspire”. A leader needs to be able to get their employees to come to their jobs every day, put their whole heart into what they do, and with enough motivation to give their best version. In order to do this, they need to know why it is important to focus on excellence, and for that, the first thing they need to understand is what the deeper meaning of what they are doing is.

In addition to this style of management of outsourced teams, there is the “Leader Coach”, whose benefits translate into stimulating discoveries, strengthening autonomy and initiative, actions that manage to generate employee commitment. .

The CEO of INFOVA concluded by declaring that “the objectives are clear when it comes to managing remote collaborators: to get closer to the staff despite the virtual environment, to promote responsibility and commitment, to achieve a feeling team ”.

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