While life returns to normal post-pandemic, life at the office will never be quite the same. Depending on the industry, some form of hybrid and remote work are here to stay. The new situation presents plenty of questions for managers wondering how to best lead their team from afar. How do you coach a struggling employee over Zoom? Should you ask coworkers to turn their cameras on for meetings?
McKenna Sweazey has considered all scenarios in her new book, “How to Win Friends and Manage Remotely” (Career Press). “We have 200 years worth of etiquette creation in the office, but just two pretty chaotic years of etiquette creation for a virtual office,” says Sweazey. While everyone else is getting their footing in the era of digital management, she’s already a pro with years of experience managing geographically distanced teams remotely while working in London.
“I think everyone needs to realize when they write emails, when they drop Slacks, and when they use project management software about how their messages are going to land beyond just the content,” says Sweazey. Without face-to-face social cues and in-person rapport development, professional connection can whither if we aren’t very intentional about how we communicate.
Above all, remote managers must cultivate digital empathy, which she defines as the ability to understand the feelings of others in a virtual environment. “Assume the best in the messages you receive, because assuming a misplaced period or emoji you don’t understand has a negative connotation can be harmful,” she advises.
Readers will find solutions to all manners of modern managerial challenges from helping new recruits adjust with digital onboarding, curating team connections that transcend the digital divide, providing high-stakes feedback on a video call, and even getting someone to quit on their own volition when the time is right. Despite its challenges, Sweazey sees many upsides to the new reality of remote work and management.
“[Remote work] really lets you focus on what’s important and what your output is. As a manager, you can look at what your team is doing rather than how they’re doing it,” she said. “It’s better for both parties and gives a sense of autonomy.”