1- What’s wrong with the new Hybrid workspace?
2- The transition phase is about picking up the right tools to help design a new culture of trust
3- The new way
Trust perception combines three psychological factors:
Considering that one of the most critical skills of a Manager (especially in the virtual world) is communication, you can’t build trust without being intentional about connecting with EACH of your teammates. And not just with teammates you like or know better or meet in person.
Suppose you don’t compensate for virtual distance with an intentional mindset to make it a point (this should be a virtual work value) to over-communicate with fairness with everyone on your team. In that case, you run the risk of being perceived as incompetent. Pretty harsh, but good to know.
The Employee Experience market ($15 Billion markets in early 2021) mirrors the Customer Experience Market with the same operational marketing, workflows, or tools and tactics. At the strategic level, a high-performing culture is the cornerstone of a better experience, more engagement, and productivity.
There are multiple techniques to reframe emotions, but I believe the most effective one is the simplest and the most respectful to our human nature. It consists of giving the benefit of the doubt.
1. Manage pressure
2. Avoid negative bias
No need to be an expert to be a great coach for virtual teams.
Here are simple tips for approaching coaching conversations as a virtual manager:
1. Identify what communication mode -video or call- feels safer for your team member
2. Explore how you can help by asking simple questions and stay silent to listen
3. Disconnect critical discussions from the daily flow as much as possible
1. Management is about being a translator, also in the virtual world
2. Being a virtual leader is about individual growth and playing to your strengths