A year ago, we simply couldn’t have imagined our work would look like this. Logging into zoom on a daily basis, collaborating with teammates, and taking decisions from the comfort of our own homes just wasn’t in our wildest dreams.   

Whilst we’ve been crying out for greater flexibility for years, has our experience of remote working matched our expectations? Our research tells us people leaders are struggling with the realities of trying to lead a team remotely. It’s not enough that they’re juggling work demands with homeschooling and their own day-to-day lives. They’ve got the added worry of how to keep their teams engaged, motivated, and productive whilst enduring endless hours of isolation.

Great people leadership has always been super important for business success. Now it’s vital. In today’s challenging landscape it requires a very different mindset and approach. People leaders need to know how they can build a stronger, more effective team virtually. They need to know how to make the most of the situation and their surroundings. They need to know how to communicate effectively to show people that their work matters and to bring teams closer together. And they need to know what things might drive them further apart.  

To help people leaders shine in virtual leadership, we’ve created a quick checklist:

1. Make mental health & wellbeing THE priority

   • It all starts with self-care. You can’t lead others if you’re not in great shape yourself. Be a brilliant role model by setting and communicating your work boundaries, blocking out time in your diary, fuelling yourself with the right stuff, taking lots of breaks, and getting outside in the fresh air

   • Look out for signs of burnout and stress in your team. Are they prickly with teammates? Do they seem more worried or anxious? Are they shying away from regular contact? Is their video always off? Is their attention or performance inconsistent? These are the signs that will tell you an intervention is needed. Act fast

   • Provide tailored health and wellbeing support for individuals. An older BAME parent won’t have the same needs as a white child-free millennial

2. Adopt an experimentation and learning mindset. Let go of the old things you used to do that just don’t work in a virtual environment. Try out new things. Test and learn

3. Take time to really get to know your people. What’s their story? What important things do you need to know about their background, home-life, and preferred working styles that will help you to understand how best to work with them?  

4. Adjust your own behaviour to get the best out of every team interaction. This requires great self-awareness and empathy – the idea is to match the needs of your team. So, if you’re working with someone who’s more reflective in style, give them the meeting agenda upfront and make sure they have time to reflect before asking them to share their ideas

5. Work with teams and individuals to set crystal clear goals and expectations. Whilst super important whether working remotely or in-office, it’s vital for remote working success. Help people prioritise their workload and be ok with pushing back when they’re overwhelmed. Show them what good looks like. And check in regularly to make sure things are on track

6. Crank up the communication. Adopt the approach of sharing as much as you can, as early as you can, as often as you can. Use multiple formats – video, email, slack, live zoom sessions… Make sure there are plenty of opportunities for people to input their own ideas and ensure everyone’s voice is heard whatever their preferred style working

7. Celebrate even the smallest successes. A simple thank you is often enough. Create ways for people to recognise each other’s good work and say well done! Use celebrations as a way of connecting people to the bigger picture, helping them to see how their contributions are critical to team success

8. Keep up regular performance and development conversations. Helping people to see these tricky times as an opportunity to learn is key to your success as a leader. Make conversations about the individual and their development – not simply task or project related. Work with them to set small goals that are stretching but achievable. Listen, question, and coach them to achieve growth