Navigating the obstacle course:

As a responsible, Just managing one team is usually enough. As my colleague, Christoph Niewerth details in his recent blog, ‘How to wait a moment hit in your new managerial role’ — so overseeing a variety of teams wideness a variety of nations requires unvarying planning and maintenance. Cultural differences, language barriers, lack of overall direction, and poor team cohesion are all potential obstacles for managers leading teams based on several locations.

I’ve found that sticking to some key practices it‘s easier to strongly encourage everyone to gelwherever they happen to be within the worldThis recommendation relates to those managing teams across different officesareasand evenas in my casecountries.

Here are six of these key practices:

  1. Priorities personality

Some individuals need constant access to their boss to feel secure and satisfied. This is often a priority. Which, as a far off manager, you won’t be able to assuage. You’d wish to believe this when recruiting for your separate teams.

Try to source candidates who are (driven to do things without needing pressure from others)dependableindependent also asgood at communicatingYou need to be focusing extreme amount on the right personality in your hiring process as ability and (ability to do things very well); “Skills are often taught and masteredwhile personality also as the character often cannot,” says Matthew Dickason in ‘Prioritizing personality in your hiring process.”

It’s also important that you simply trust the individuals to manage their time effectively and not abuse the freedom of getting a far off manager by being, ‘out of the office’ with no reason or pre-warning. If you don’t know where your stuff is then you’re in peril of dalliance and money whilst you’ll also damage the performance and reputation of your business.

2. Use tools to make communication easier.

Communication is important. Also, having the right tools is significant to ensure that everyone can stay inside. As get the knowledge they have quickly once they need it. Use tools like Skype, Yammer, Sqwiggle, and Google Hangouts to help with online meetings and video talks/discussions.

These are free or inexpensive solutions that help to remain the lines of communication open and flowing. Just remember to make sure everyone has access to and knows the thanks to using the tools. When an employee first joins the business you’ll secure to make sure of though proper onboarding and training.

“Providing talent with the right tools, especially giving them the right technology and training to be even simpler at their jobs, is critical if you’d wish to win within the working well and getting a lot done game,” says our CEO Alistair Cox during this LinkedIn Influencer (shared online writing page).

I always encourage remote staff to talk with each other, also like myself, more than that often so as that they will exchange ideas, share experiences (good and bad), and feel as if they’re a neighborhood of a greater whole. Online communication tools are great for this, but face-to-face time is incredibly valuable, so confirm you’re providing your teams with both. Verbal communication against/compared to/or email also removes the element of misinterpretation of messaging.

3. Establish a collective vision

It goes without saying that it’s important your team fully understands what the business aims are. this is often one of your principal responsibilities as a team leader. Alistair Cox has identified two key steps towards establishing a collective vision: firstly, breaking out of silos and, secondly, simplifying your vision.

Language differences can actually help simplify your vision because they force you to remain things straightforward and crystal clear within the least times, but my approach is that an equivalent even when there is no barrier. If the vision is coherent and consistent, this might help with the alignment of goals across the teams.

Secondly, and this builds into the purpose, encourage communication the utmost amount as possible. Whether it’s between teams, between you and them, or even between other departments within the business and them, such exchanges will only help to bolster your employee’s wider understanding of how the business operates.

You’ve to form sure your teams understand your vision and goals, but also confirm you’re sensitive and attuned to their individual preferred methods of working. as an example, some employees might want to rest on you and your immediate team for advice more often than others – do what it takes to make sure everyone feels competent and satisfied!

4. Don’t only discourse

When communicating with remote employees, it’s often easy to only mention work but as important as that’s – and in some instances, it’s all that matters – I always plan to chat about events local to them or about what they’re into in terms of sport, activities or other interests when they’re not at work. It can sometimes be hard to work out robust relationships with individuals who you don’t work with on a daily or even weekly basis, however getting to know your teams on a personal level is significant to developing rapport which invariably contributes towards higher job satisfaction and productivity levels.

This also means maintaining with the news in their country also as going to understand any cultural nuances or practices that are likely to be relevant. Basically, show them that you’re interested in which you care. In my experience, if you’ll build an honest rapport with remote staff it’s great for morale, they’re more likely to open up about any problems they’ll have, and it encourages a more collaborative approach.

It’s also, as my colleague and MD of Hays Japan Marc Burrage point out, worth reading up and becoming sensitive to cultural differences. “It’s your obligation to try to your research and make sure that you usually conduct yourself during a way that doesn’t offend entrenched social mores,” says Marc.

  1. Delegate the maximum amount as possible

If you’re managing multiple teams across multiple locations then realistically it’s slow down every aspect of their working day. That’s why delegation although an integral tool for all leaders is very important. Especially to those whose employees are spread across different offices.

Wait until you’ve understood everyone’s roles. The way they fit into the corporate before you begin dispensing tasks – you don’t want to upset the applecart by mistakenly asking employees to figure outside of their remit.

It also can be tempting to undertake and manage by teams single-handedly, but under these circumstances, this is often particularly unlikely, so I make some extent of delegating this responsibility the maximum amount as possible.

This comes back to the second point about establishing a collective vision; ensuring everyone understands your vision so you are doing not need to issue constant reminders.

  1. Be sensitive to schedule inconvenience

Lastly, being sensitive to any time differences between your office and therefore the remote team’s location may be a small and maybe obvious point, but something that you simply got to remain constantly conscious of when implementing deadlines or scheduling calls.

That spur of the instant call could seem sort of a good idea to you at 5 pm in London. But if your remote team is predicated in Auckland then, regardless of how dedicated they’re, they won’t many thanks for it. What this has meant in practice is that I will be able to schedule the decision for a time that suits them best. Usually during normal office hours. albeit it’s of some inconvenience to me.

A final thought

Managing teams across different officesareas or countries are usually getting to be trickyand you would possibly find that it takes a short time to make better/make more pure and excellent your own way of doing things.

Being far enough removed to permit your teams a way of independence-relatedwhile also being involved enough to form sure they‘re made happy (by meeting a need or reaching a goal) and products may be a very hard balance to (understand/make real/achieve)Hopefullyhoweverthe above (opinions about what could or should be done about a situation) will act as a springboard for you to decide/figure out what works best for you and your teams.