By now, everyone from interns to the C-suite has experienced the benefits of the remote-work revolution. It’s become undeniably clear that at most knowledge-based jobs, workers simply don’t need to come into an office to excel.  

However, the chaos of the COVID-19 pandemic meant many organizations’ remote transitions felt rushed or stressful. Nine out of 10 organizations are embracing hybrid work, but 68 per cent of them have no clear plan in place for implementing that vision, according to research from McKinsey.  

Managing remote and hybrid teams isn’t rocket science. But it’s different from the leadership techniques of yesterday and must be undertaken carefully and deliberately.  

Here are four management strategies to help your team thrive in our new, distributed world.  

Set clear expectations 

Without crystal-clear communication, your team is set up for failure before you even start. For remote teamwork to be effective, everyone must understand exactly what’s expected of them.  

What are your set work hours, and which of them (if any) will be on-premise? When can colleagues reach out to each other, and through which channels? Will you be using different modes of communication for different tasks?  

Clear boundaries and expectations at this stage will help you avoid burnout, ambiguity and frantic 10 p.m. Slack messages later down the line. 

Don’t micro-manage 

Rigid timekeeping is a thing of the past. In a remote-first workforce, being a good manager means trusting your people to get their jobs done, however it feels best for them. 

Flexibility is crucial to remote or hybrid teamwork. Managers must focus on the outcomes of their teams’ work, instead of exerting control over how exactly they get there.  

This can be a tough adjustment for managers who are used to knowing exactly where their people are for eight hours a day. Just remember that people are working harder than ever — it just looks a little different than it did before. 

Check in regularly 

On distributed teams, it takes effort to stay in touch. Managers no longer have daily office chit-chat to help them stay aware of where everyone’s at on their team.  

But that doesn’t mean it’s not possible — it just takes a little more planning and some thoughtful routines.  

Try setting up both daily group check-ins and weekly one-on-ones with your staff. Daily, you can connect for quick updates, to give feedback and stay on top of any urgent needs. In your weekly, individual sessions, you can have meaningful conversations, build relationships with each of your team members, and explore their big-picture challenges and goals.  

Connecting regularly also helps managers watch for burnout, which is a big concern in a world where lines between work and life are more blurred than ever before.  

Centralize information 

Without everyone physically together in an office, important information needs to be easily accessible at all times. It’s no longer as simple as just asking your manager an offhand question, particularly if your team is hybrid or spread across different time zones.  

That’s why you’ll need to establish a shared, centralized place for people to virtually access the tools, information and resources they need to do their jobs. Consider project-management tools like Slab or a dedicated Trello Board. Even something as simple as a shared Google Doc might be enough for your needs. 

Planning for tomorrow’s workforce 

Many managers have adapted to remote work independently, using free online resources or guided self-study to adjust how they lead and manage others.  

But this paradigm shift has far-reaching implications, and expert support can go a long way towards helping organizations not just adapt to, but thrive in, remote or hybrid environments.  

LC Extension has plenty of offerings designed to help your team adapt. Learn more about how we can help today.