Remote Reality

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In 2007, I was offered a wonderful opportunity within the company I worked for as a Project Manager / Administrative Coordinator and Trainer.  (Yes, this was all one position!)

It was a “catch all” division that oversaw numerous projects for both internal clients (employees) and external (the REITs we represented & 3rd party property managers).   The role required extensive travel.   It also required communication with everyone from top Directors to onsite property managers of retail shopping centers, office and industrial buildings across the U.S.  More importantly,  I had to learn how to work remotely from various locations, such as airports, hotel rooms, mall parking lots, and occasionally from home.  I had to file reports within strict time frames, maintain weekly team calls, communicate corporate policies and procedures, and train people, (virtually and in person) on everything from complex internal processes to software and investor reporting. 

Our division was comprised of 10 team members, plus our Director who was in California. Our senior team leader and I were the only two in a common location here in Dallas; the others were in various cities from D.C. to Portland, usually in a home environment.

The skills learned during this time proved to be invaluable to my career and even more so now as a business owner with a partner, clients, contractors, and team members located in Los Angeles, New York, Seattle, St. Louis and Houston, just to name a few.   

So, given this unexpected and immediate shift to virtual teams during this crisis, we thought we’d share some tips for both managers and employees on how to adjust to working remotely in a home environment.

MANAGERS

1.       Clearly define the avenues and rules of communication. 

  • Millennial’s use text as their primary means of communication versus email and phone calls.  Does this coincide with corporate policy?  Defining this is a top priority.

  • Don’t send every communication to the entire group.  Be selective and intentional so the recipient(s) will pay attention.   

2.       Try to develop insight into each team members situation. 

  • Don’t assume it’s the same as yours

  • Do they have school age children at home right now? 

  • Do they have a spouse who was already working from home, so that “office/work space” or even a computer must now be shared?

3.       Err on the side of over communication, though keep it short, direct, and respectful, remembering tone is very difficult to express in an email or text (despite the use of emojis).

4.       If it’s time sensitive, call them.  Voicemail doesn’t mean they are not working.   

5.       Set realistic time expectations.

  • Understand some may need to wait until young children are asleep before they can give their undivided attention.

  • If a project is extremely time sensitive, consider the situation and perhaps reassign, though communicate this accordingly and before making the change.

  • Be compassionate and understanding to the person having the project taken away and to the one also receiving it.  Fears and tensions are running high right now.  

6.       Treat people as adults.  Raise the bar and people will strive to meet it.  Treat them like children and they will react accordingly.

EMPLOYEES

1.       Set Expectations

  • Create a work plan. If applicable, communicate with your family or partner first and foremost, and include them in making the plan.    

  • If you have children, are they old enough to entertain themselves? If so, set them down and explain how long you will need to be on a call, to write an email or to simply work.  If they can read, write it down and post where easily visible.  DO NOT expect teenagers to simply understand.

  • If children are very young, then you and your partner may need to set-up shifts. The length of shifts depends on work styles and deadlines.  It could be that one takes the morning and the other takes the afternoon or perhaps break it up into shorter, 2-hour slots with an hour for lunch. 

2.       If you don’t have a room for a home office, set up a “quiet zone / work-space”. 

Be creative!

  • It could be in the garage, a walk-in closet or a corner of the bedroom. 

  • Define the space with a table or a desk and other barriers (if possible) such as a bookshelf,  blankets or a screen.

3.       Set Rules

  • Whoever has the “quiet zone” for their allotted time are allowed no interruptions unless it’s an emergency

  • Clearly define emergency, i.e. seriously injured or bleeding = emergency. Disagreements are not. 

4.       Use visual signs

  • Have children make the signs for you, this way they are involved.  Explain when the sign is on the door/window/chair, they are not to interrupt you without knocking or asking permission first.  

  • Be patient and understand it will still take a few days for them to fully understand and comply.

  • Take signs down when you’re done working for that time period.

  • Couples or roommates should also use the sign as a visual reminder to be respectful if they must enter the “quiet zone / work-space”.

5.       Set alarms & take breaks

  • Alarm reminders keep everyone on track and respectful of the “quiet zone / shared space”.

  • Just because you’re working from home doesn’t make lunch with your partner or kids any less important.  Making them a priority helps with expectations and makes them feel important. The more you make time for them, the more likely they are to respect your work time.   

  • Weather permitting, eat or take a walk outside.

6.       Communicate with your employer/manager as much as possible.

  • If you fall into the group of “others at home”, create and propose a plan to overcome your time and space limitations.

  • If you don’t have assistance with childcare, consider work time adjustments such as getting up early or finishing projects when young children go down for naps or to bed.

For everyone, the key here is trust.   Strive to let go of the classic corporate think of “when the cat’s away, everyone will play…” 

Managers trust your employees. Employees, honor this trust.  

Working virtually and remotely can have its challenges, but if you approach it with a positive attitude, compassion, and a willingness to make adjustments for the unique aspects of a non-controlled office environment, your team can remain cohesive and very productive during this time, and beyond. 

And who knows: you may find that some of your team members actually get more done away from the office!