Applying People-based Leadership

Previously we discussed Self-Determination Theory and how this related to effective people-based leadership. Here are some ways in which you can apply this theory in your day-to-day, whether you’re managing a team, your family or yourself. You can read it here if you haven’t already.

Recent research has indicated that leaders who spend at least ten minutes speaking with each employee each week (or an accumulation of sixteen minutes across each week) can have a positive, protective effect on their employees’ mental health. While this can be challenging, it is even more important with teams working remotely.

Wherefore art thou… working from?

We are in the midst of a revolution in how and where we work. In some industries, there has been a long history of flexible work arrangements. For many, however, it is territory still under exploration, with maps constantly being redrawn. For some organisations, there is a split in the workforce between those roles that can be carried out remotely and those that can’t.

Working remotely presents a new challenge to many people. Social connection is incredibly important to cohesive work practices, and focusing on social connection while physically distant is important.  For leaders who aren’t used to managing remote teams, it’s important to develop the skills to engage, with strategies that enable people to stay connected.

Psychological safety at work requires trust and open communication. It is a good idea to engage your team in the design of how they wish to be connected, bearing in mind that not everyone will have the same needs or preferences. It is important to stay flexible.

Some basics to get right when working with remote teams:

• Talk with your employees about what hours they are able to (and not able to) work. Often, remote work allows for flexible working hours but, as with working in the office,  it’s important to communicate on working hours to manage expectations and workflow. Agree on check-in times during the day and week
• Trial different ways to stay connected and be flexible with what works for different people

If your team/ team member is new to working remotely:

• Liaise with employees about the level of tech support they may need to reduce stress levels
• Recognise that different individual needs for connection, and varied life circumstances, may make it hard for some people to work from home. Be respectful and compassionate about these differences, without being intrusive and asking for too many details
• Have a discussion with each team member about how they are finding working remotely and listen to their responses. Be mindful that they may express a negative experience or hold a view that is different from yours, and listen carefully without dismissing their experience or jumping in with solutions. Some useful questions may be:
  • What’s been the biggest CHALLENGE about working remotely for you?
  • What’s been the BEST thing for you?
  • What’s been the biggest SURPRISE?

Talk these questions through, maintain confidentiality and explore the similarities and differences in employee experience. Work together to consider solutions for the challenges and to identify what can be done to maximise positive outcomes for individual employees and the broader team

Techniques for engaging with your team when working remotely can be found in The Ecosystem of Work.