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Leading Remote Teams: How to Increase Teleworker Efficiency

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Leading Remote Teams: How to Increase Teleworker Efficiency

COVID-19 has pushed companies to transformation . The subject has been discussed for a long time, but the purposes have not materialized in real actions until it has been caused by force majeure. Leading remote teams is already common in our country.videocamVideo version of this post play_circle_outline WATCH VIDEO list_altIndex of contents What has changed for a team and people leader? How to adapt as a leader to this change? Tools that can facilitate daily communication with the teleworker Recommendations for teleworking Tips for the teleworker that increase their efficiency Testimonials from Leaders Who Manage Teams: Before and After COVID-19 Emotional accompaniment: the key to leading remote teams When COVID-19 broke out and changed the rules by which companies and society were governed, those responsible for business management have had to streamline procedures and accelerate the digitization of their workforce, their processes and their operations . But leading teams from a distance was not so common a few months ago. Australia Physiotherapist Email Lists from the National Institute of Statistics (INE) of the EPA for 2019 reveal that 90.7% of those employed did not work any day at home. Only 4.8% of Spaniards worked at home more than half the days, while 3.5% did so occasionally.It could be seen as a reaction to reality, a way, the only way, to face the challenges posed by the new circumstances. However, we are now reaching an establishment stage.In a matter of weeks, the equivalent of months has been progress in the digitization of the workforce, and now is not the time to fill in the gaps. That has been left behind. Now it is necessary to make sure that the employees are well teleworking and to lay the foundations so that, if a similar situation occurs in the future, remote work is not a “patch” but a solution integrated into the normality of business routines.The situation caused by the pandemic has allowed us to confirm the need for flexibility in the workplace . Leave the rigidities and formalities to improve conciliation and facilitate a way of developing the professional activity of the employee that is better integrated with his private sphere and with his day-to-day life.The “new normal” gives us the opportunity to experience changes, introduce improvements and maintain the good practices implemented during the months of confinement . From now on, the business world has to adapt to a more flexible work organization and, among other things, to the need to lead teams from a distance .Do you like what you are reading? Subscribe to the blog! EMAIL *your emailI have read and accept the Privacy and Cookies Policy .What has changed for a team and people leader?To be able to analyze what changes have occurred in the way companies work or in the way their managers lead teams, we would have to look at two areas:Emotional sphere: changes caused by COVID-19 More than two months without seeing our team, without that personal and close contact, can mark the squad and dislodge the leaders. To fully understand what the confinement has meant, it must be taken into account that the management:He does not have the daily feel of how the people he manages are doing.

They do not know so well their daily context or how the situation affects them in the personal sphere.He does not have a close interaction with them.Professional scope: challenges imposed by COVID-19 The confinement has caused those in charge of leading teams to realize that they no longer have the same control over the actions of the personnel or the tasks to be performed.It’s so much easier to keep track when you’re in the same workspace. In that context, everything seems more fluid and now it doesn’t feel that way. Although it is possible to remotely manage the team with the same efficiency as when everyone shares an office. How to adapt as a leader to this change? As leaders, it is essential to understand that we have lost emotional contact with people , so it is necessary to follow up even more with the people with whom we work. Remote work requires a different approach to that guidance work and it is necessary to: Much follow-up , both with daily and weekly meetings. They can be more informal cafes, to keep in touch with the workers and understand their emotional state.More communication . They have to know what is going on and it is important to keep employees feeling part of the team. You need moral support that minimizes uncertainty .Managing emotions with the team . When teleworking, communication and contact are necessary to ensure that motivation does not drop. Managing emotions is the most important challenge, but if you keep in touch you can stabilize the situation and take advantage of the benefits of teleworking. Sending a small daily questionnaire with a focus on your mood only takes five or ten minutes, and allows you to act if you perceive that someone does not feel so well. Have you heard of the Happiness Index?This is a survey that the company sends to its employees daily after working hours. In it, he asks in what emotional state the day started, how it ended and how much the tasks have been enjoyed. Responses are set on a scale of 1 to 4, with 1 “very bad” and 4 “very very good.” The normal thing is usually to put a 3. In view of the results, those responsible for each employee can act more tactfully, knowing how each person feels. This tool also gives them the opportunity to go deeper if someone is not quite right.Well-established employee goals and priorities. It is important so that the person does not lose focus, from a professional point of view. Those who are not used to teleworking may find it difficult to set priorities, for example, due to the distractions they find at home. They need a clear guide to see how they have to carry out their tasks.In the emotional sense and with this more uncertain situation, it is necessary for the employee to feel comfortable and confident , with which it must be transmitted that, within the uncontrolled context, he is the one who has the power to have control his work.[Free guide] Keys and tools for the digital transformation of your marketing department Tools that can facilitate daily communication with the teleworkerThere are some tools that allow you to improve communication and hold meetings with employees:Slack: it is a chat that is used for daily communication with the employee.Zoom – The video tool that improves the quality of remote meetings.HangOuts – This Google application combines the chat function with video calls.Skype: this is a good solution for those who need to hold meetings remotely.Trello: It is a very popular tool to facilitate the organization of tasks. GoogleDocs: it is an intuitive and effective collaborative work tool.As a complement to these tools, you can survey the ones that your company’s employees use the most on a personal level and assess whether they would add value, if they are incorporated into communication procedures for teleworking .Recommendations for teleworking There is no doubt that, at home, there are more distractions that affect the teleworker. For this reason, it is recommended not to hold meetings of more than 1.30 h without breaks . It’s the way to help participants stay focused in virtual meetings and make the most of those shared minutes.Those who face the responsibility of leading remote work teams must also be aware that, since they are virtual meetings, the human contact to which we are accustomed does not occur. This is replaced by the screen, which is more tiring and poses some challenges.To solve them, when organizing a digital meeting, formal or informal, with the work team, it is convenient to take into account these recommendations :Opt for a video call: it is always better that the audio is accompanied by the image, to be able to see the person with whom you are speaking. That increases the closeness and helps the contact seem more real and feel more human. It also helps participants focus on the meeting and not get distracted by other things.Dedicate the first minutes to non-professional questions : in addition to asking all the participants “how are you”? In order to be interested in their state of mind and their circumstances, this period at the beginning of the virtual meetings allows time for everyone to arrive. It should be borne in mind that technical problems may arise for the participants in the meeting.Make sure everything is understood . If in a traditional meeting, face to face, in the same room, this is crucial, it is even more so in virtual meetings. People in charge of leading teams can leave comments and links to relevant information in the video call chat; and, in a complementary way, share with the interested parties the minutes of the meeting at the end of the meeting.Tips for the teleworker that increase their efficien Working remotely is gradually becoming easier and more natural. Although in the first weeks of confinement it could have been difficult to adapt to the new situation, the progressive de-escalation and the future that lie ahead will only reinforce this flexible work approach as an advantageous alternative for companies and employees .In any case, it is advisable to follow some guidelines to minimize distractions and be more efficient in our remote position . They are as follows:Choose a workspace located in a different place than where the leisure area is at home . This also allows you to get away from noise and interruptions, if other people are at home, in addition to the teleworker.Use a comfortable chair, much better if it is ergonomic and adjustable. Those who are considering increasing their proportion of remote working hours can consider investing in a height-adjustable table, which allows them to be able to work standing up, whenever they want. Establish a work schedule . Avoiding the procrastination of the first hours and preventing the workday from being unnecessarily lengthened by invading the time dedicated to personal life is as simple as committing to stick to a schedule.Set short-term goals (weekly) so as not to get frustrated and be able to achieve them. This minimizes uncertainty and helps keep morale high.New Call-to-action Testimonials from Leaders Who Manage Teams: Before and After COVID-19 COVID-19 has put many companies on the path of digitization and it is interesting to know how those responsible for leading teams have experienced it . In the following lines I have wanted to collect some testimonies from people who lead teams, positions of responsibility within InboundCycle, in which they explain what has changed in their day to day during confinement, in relation to people management: Manel Bassols, Account Director “Surprisingly, being at a distance has made me have a lot more direct interaction every day with the people on my team. In part it has been thanks to the video calling systems that we have implemented as a company to ensure that we stay in contact every day. However, I have also felt the need to comment on topics in a video call many more times than in a normal situation we would surely have discussed via email or Slack. ” Oriol Bel, Forex Email List Director“In our case, for a long time we have been a team of very autonomous people, with well-defined responsibilities and few face-to-face meetings. Therefore, in the days before the lockdown, we were already telecommuting for many days and had little live interaction in the office. With total teleworking, we have had to find ways to maintain personal contact, so we have a daily meeting where we catch up, have our morning coffee and keep in touch. We have also implemented many more workload organization and alignment systems. With all this, it’s funny, but I have the feeling that now we are more united and united, and I know much more about the rest of the team than before. You always have to look for the positive in complicated situations. “Xavi Pla, COO “I consider it more important than ever to find spaces for more relaxed videoconferences, which replace the spontaneous interaction that exists in face-to-face environments. Leadership is not based on operational meetings; even remotely, it is important to look for moments equivalent to day-to-day interactions. Scheduling informal coffees or telematic meals can help. ” Marina Melé, IT Director Thanks to the coffees we make in the morning, I have more contact with my entire team now than before teleworking.

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In addition, on Wednesday afternoons there is an IT snack: we meet by video call and play some online game (pinturillo, saboteur, etc). The feeling is the same as when we met in person to play cards. “Neus Sánchez, Sales Director “My day-to-day life has changed for the better: I have saved a lot of time by eliminating all trips and, indirectly, this issue has also positively affected me on an emotional level. Now I can dedicate more quality time to my team. In the day-to-day sales department everything is for yesterday and you have to manage very well the balance between ambitious short-term objectives without forgetting the long-term ones. Now the time we have is more relaxed, of higher quality, without haste or pressure and in a quiet and safe environment, at home. In addition, by mounting different systems so as not to lose contact, we are more united with the team than ever. “Mireia Reixach, Talent Director “At this time it is important to understand that the team in general and, specifically, each individual person with whom we work, has a specific context with their environment that can become complicated, either at the disease level or at the economic level. In this sense, it becomes very important that the people who manage teams take into account the difficulty of the situation and can give the support that the team needs so that the difficulties in the personal field can be more bearable. ” Marta Dardichon, Finance Director “Managing people from a distance has made me have to be more attentive to the person, especially in making him feel that he is accompanied for everything he needs.”“My day to day has changed for the better. I continue to have all the communication I want with the people on the team and I have saved time for myself and my family. The fact that I always work from home and never have to travel means that my quality time with the family has multiplied and that I have much more availability for the team when they need me. “Emotional accompaniment: the key to leading remote teams When leading remote teams, emotional support is very important. Making the person feel that they are trusted within the lack of control that the situation generates is something that gives stability, allows them to focus and feel supported. This will only be achieved if you continue to maintain a lot of contact and daily communication . Only in this way will the teleworker see that his day-to-day has not changed so much and that he continues to have the support and trust of the people with whom he maintained daily contact.In addition to this, it should be remembered that whoever is in charge of leading teams must be responsible for making the resources they need available to remote workers so that they can undertake the same tasks as when they executed their tasks from the office, from the internet and a laptop, for example, to templates, applications and software.How has your company dealt with teleworking? Has it started with a challenge and ended up fitting in better than you thought? Has it been more difficult to manage resources or emotions? I would love to hear about your experience , share it with me in the comments section!

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