Mar 175 min read

Navigating Change in a Remote Work Era: Strategies for Success

The world has witnessed a seismic shift in work dynamics over the past few years. The rise of remote work, accelerated by global events, has transformed how organisations operate.

While work has changed, it's important to see in how many ways we're still connected.

I only recently re-started attending live networking events and meeting new contacts for in-person meetings or for coffee. And it's true that the online experience isn't the same as the in-person experience. But the convenience of remote working is here to stay! So let's have a look at the challenges and opportunities presented by remote work and explore effective strategies for success in managing change in this new era.

Embracing Virtual Collaboration

The challenge here is not just talking to people through a screen, but greater complexity with teams spread across different time zones. When working remotely, collaboration can be tricky.

Explore tools and practices that enhance virtual collaboration. From video conferencing platforms to project management tools, discover ways to foster teamwork and maintain productivity.

Much of the standard Microsoft and Apple desktop suites are now obligingly geared towards online collaboration, and new engagement tools are popping up every day. Many change managers enjoy using tools like Slido for general engagement, Kahoot for games or Miro for visual online collaboration in projects. The list goes on and on.

A note of caution about free-to-use collaboration tools. Keep cybersecurity top of mind when working with internet-based collaboration tools that might sit outside of your VPN, and exercise caution about links and information shared over tools that don't have corporate licence or haven't been through corporate procurement processes. Ensure that what you share on these tools is information that would be harmless if made public.

Building a Resilient Culture

Online and remote work has delivered a far more even playing field to many women who enthuse over the benefits of being able to work in the home and multi-task family-related management in the background while working more productive, less-distracted hours at their paid jobs.

However for some, remote work can lead to feelings of isolation and disconnection.

We still need our people to feel valued, and to gain the benefits of great corporate culture. Cultivate a resilient organisational culture by emphasising empathy, communication, and mental well-being. Encourage virtual team-building activities, celebrate achievements, and provide emotional support.

I remember those 5:00pm Friday conversations with a glass of wine during Covid lockdowns that served to provide genuine connection and relaxation one to one with work colleagues. The conversations we have via video can be the support and connection that makes a difference for a team member feeling a little more isolated than usual. But if that's not quite enough, organisations can shift budgets creatively; a small amount of what is no longer required for office fit-outs could be channelled towards sending physical corporate gifts or resources to team members. Small acts of consideration can go a long way to promote and sustain resilience in the team.

Adapting Change Management Strategies

Traditional change management models may not fully apply to remote work scenarios. Workshops on video conference aren't the same, off-site days and large team meetings can be a challenge.

I worked in one environment where all you had to do to get great attendance at a workshop or event was to put on catering! This is no longer an option in the remote working era.

Tailor change management approaches to the virtual environment. Add interest to large meetings via the some of the engagement tools mentioned above. Consider asynchronous communication and personalised coaching. Adapt consultation and decision-making processes like Steering Committee meetings and approvals to be truly transparent to a virtual team.

Redefining Leadership in a Digital Landscape

A remote worker is sipping coffee while working from the bed of a recreation vehicle. He is looking out at scenic view

Leadership dynamics have shifted as leaders manage remote teams. It's far less visible when someone is having a bad day. And the absence of corridor conversations means that almost every discussion becomes a scheduled call. With so many team members working remotely, managers can feel like their day is full of back-to-back meetings with little time left for thinking and planning.

Develop digital leadership skills. Foremost is an extra effort with active listening. Leaders aren't going to 'bump in' to remote team members and they can easily fall into the belief that if they're not hearing negative noise then everything's going well. This may not be the case! Leaders need to find adaptability and foster trust with team members in new ways by being available and inspiring and guiding from a distance.

I've done this through regular individual check-ins which provide a dedicated space for team members to share their updates, discuss challenges, and seek alignment and guidance. By setting up consistent, recurring one-on-one video or voice calls, leaders can employ more traditional skills in a digital way. Added to this I had an 'open virtual door' policy. If I was showing as available, team members could always make an unscheduled call.

Remember that not every conversation will require you to take action. Mostly it will just be about listening. See here for more: Leadership Essentials: Master the Coaching Response.

Demonstrate active listening by being fully present during these conversations and asking open-ended questions to encourage the team to share their progress, roadblocks, and goals. When providing feedback, offer both constructive feedback and acknowledgement of achievements. Even small achievements need emphasised acknowledgement because the digital nature of the communication may erode some of the personal connection your team member is feeling.

Encourage more connection by using your check-ins to build rapport on a personal level. Ask about their well-being, interests, and non-work-related topics. Remember the inclusion of the family pet during Covid remote working? These are moments that allow us to be human with each other, centring increasingly around the team member's home life. Having a great personal connection helps you share your vision, inspire team members with the bigger picture, and guide them towards success.

Leveraging Technology for Change Communication

As if effective communication weren't complex enough, communicating change across remote teams can multiply the heaving lifting your communication plan is required to do.

The obvious opportunity here is to leverage technology.

Research on the consumption of social media tells us that posts accompanied by images get more engagement than those without, and posts with videos get even more engagement again. We also know that Youtube is where digital natives go to learn new skills.

Understand the outcome you're seeking from your communication - do you want to gauge engagement, or do you want to transfer knowledge? Use technology to your advantage through video messages, online webinars, and interactive platforms to convey change initiatives, address concerns, and gather feedback. One size does not fit all! Choose the right communication tool and channel for the outcome you're seeking.

Balancing Flexibility and Accountability

Remote work offers flexibility but requires accountability. The reality is that work has always required accountability, but remote work isn't being visually supervised in the same way and it isn't as transparent to the team as when they work together physically.

As a leader, define clear expectations, set goals, and establish performance metrics. Encouraging autonomy and being open to team members managing their own flexibility is more likely to result in the kind of loyalty that ensures great results. At the same time, though, leaders can make clear how team members contribute to organisational objectives; and ask them how they intend to provide accountability that their exercise of autonomy aligns with organisational objectives.