Ways to become a better manager in the work-from-home era

After the pandemic is over, the average employee will opt to work from home nearly half of the time. Employees are increasingly demanding flexible hours and remote work, prompting bosses to predict a 30 percent reduction in office space. Data on the global transition to remote work is accumulating, and our post-pandemic professional environment is taking shape. Are you prepared to lead a digital team?

Even and especially for seasoned leaders, the tectonic shift in how we work necessitates a rethinking of how we manage. How can you corral a highly educated, dispersed workforce and unite them around a common goal? In the midst of a workplace transformation, how do you improve your people management skills?

I have finally found my stride as a remote-only manager as a seasoned CMO who has managed worldwide workforces, all while managing a global pandemic and riding my company’s extraordinary growth. What is the key to effectively managing today’s distributed workforce? Create true workplace transparency, use statistics as a common language, and provide purpose to your team’s work to strengthen your team. What is the most important secret behind my management style? It is feasible to achieve more success while reducing stress. Consider the following three ways I have bolstered my team and, as a result, become a more agile manager.

According to a Harvard Business Review research, knowledge employees are more satisfied when they understand what firms are aiming to accomplish and how their job benefits the entire company. In other words, your digital workforce motivated by significance. On the surface, explaining your organization’s core goal, or why it exists, appears to be a straightforward process. However, I dare you to have each member of your team identify the objective of your company. I am sure you will receive nine or ten different responses if you have ten staff.

The third piece of the jigsaw helps you improve awareness of why your workers do what they do every day and fosters a culture of meaning-driven motivation. Create individual OKRs with your staff, which outline goals and benchmarks for accomplishment. These OKRs should spell out how each person contributes to the company’s success and serve as the driving force behind all they do.

To assist my employees focus on what is essential, I advise them to evaluate their OKRs every morning. It is like business meditation on a daily basis. Therefore, I was not concerned when my director of marketing recently relocated and gave birth to a child. My team member’s objectives and outcomes properly defined since we had collaborated to create sensible OKRs. 

She knew where she wanted to spend her limited time. There are no interruptions from the barrage of demands. She has no fear of disappointing her teammates, just the assurance that she concentrating on the proper activities.