How to Lead Remote Teams | Shane Kluiter | Skillshare

Playback Speed

  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x

How to Lead Remote Teams

teacher avatar Shane Kluiter, Knowledge is Power

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

14 Lessons (1h 32m)
    • 1. Managing Remote Teams Intro

    • 2. Leadership as a remote manager

    • 3. Care leadership

    • 4. How is managing a team from home different

    • 5. Having Effective one on ones

    • 6. A simple trick

    • 7. Check in regularly

    • 8. Clear concise consistent communication

    • 9. Measuring your team

    • 10. How to be a great manager

    • 11. How to have effective virtual meetings

    • 12. Work life balance

    • 13. Signs of poor communication

    • 14. How to be the bad guy

  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.





About This Class

Working remotely from home in virtual teams is the future of our workplaces. Employees want it and it's more cost effective for employers. 86% of employees prefer to work from home and 30% of employees report higher productivity when working remotely. But how do you manage a remote team?

The Number 1 problem with remote work:

Less viability of team member activities.

Companies around the world are transitioning to remote work and the results are clear. It works!

But how can you make sure you get the same results from your work from home team?

That's what this course was created to cover.

Without an understanding of how to manage a remote team in 2020 and beyond you are putting yourself at a significant disadvantage. Companies are moving remove, employees want to be remote, and that is causes everyone to relearn how they work.

If you are leading a remote team. This is your chance to improve. You will learn:

  • How to have effective meetings

  • How to be a manager who CARES

  • How to communicate with a remote team

  • How to handle the differences between working at home and in the office.

Meet Your Teacher

Teacher Profile Image

Shane Kluiter

Knowledge is Power


Class Ratings

Expectations Met?
  • Exceeded!
  • Yes
  • Somewhat
  • Not really
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.


1. Managing Remote Teams Intro: Hi, in this course, we're going to discuss being a manager in a work from home situation. So being a manager itself poses a whole series of problems and it's a whole series of needs that you have to consider when working with a team. Soon as you add the complexity of working from home and adds a whole new layer, they you have to accommodate for when your team is now in their homes and you can't see them at their desk. You can't tell if Joe is actually working right now or if Joe's watching Netflix or if he's distracted, their kids might be coming over and distracting them while they're working. So working from home causes a whole new series of problems that we do have to learn how to solve and a totally different kind of lifestyle for everyone involved. But it can be very powerful to have your GMB remote. It can be very empowering to those team members and they can get more done. And oftentimes, team members will get more done. And as a manager is it just takes some adjustments. So which we will go over in this course as to how you manage your team to ensure that your team is maintaining productivity in a work from home situation. 2. Leadership as a remote manager: And we look at leadership as a remote manager. We want to make sure that we are assuming a positive intent with everything that we do. We don't want to bring negativity into the conversation. And no one wants to work for someone who's super negative and no one wants to work for someone who's not present, right? No one wants to be with a manager that isn't coming in and they're not being conscious of the personal circumstances. They might have kids that can't go anywhere, especially with covert happening. They might have animals that they weren't expecting to have to work around. You know, these things are gonna happen and we need to be conscious of this situation, especially with Ovid happening. And especially when people move to a work from home environment, things change. A lot over lives were originally built for that, but they will adapt over time. And we can work on ways to help people adjust their situations and change their habits at home, instead of having to now understand those circumstances and basically act like they don't exist because they're not in the office anymore. So you need to be present with your employees in their current situation and understand what is going on. One of the biggest things that happens in an organizations change, it changes consistent at most organizations nowadays, it's a difficult thing to handle. People in general don't like change. The human response to change is that change is bad. Changes difficult. What we're doing probably was working. That's why we got to where we are. So if we're changing something, obviously we don't know a 100% that it's gonna work. We just think it well. So there's inherent risk in that. And as managers, we see that as staff members, they're gonna see that as well. So when we do a change, there is a change in our companies. We wanna make sure that we are excited about that change, that we are embracing, that change, that we are expressing. This changes the future. And here's why it's the future. And we want to make sure that our interactions with our team, we are expressing that the changes that are happening are good and that we like the changes that are happening because we want those employees to accept the changes within the organization. There might be changes that we don't like very much, but we have to accept and we know that they're going to be here. And there's an estate for the remainder of our cursor. That's the new direction of a company, or it's a new product that you are now having to use CEDAW magnetic counting team that change your accounting product. And you don't like the new product as much as you like the old one will complain about it for another five years if you're going to work through that along. Or you can start telling yourself that you like it. Start telling your team the good or the better parts of it because there's always a better part. And you can really embrace the change. What's gonna get you the better result embracing change? So make sure you're touching base with your team often and embracing change as you do that. One thing that happens a lot when teams go remote. Is that communication can dip. You know, you might not hear from your boss every time they walk past in a way to get coffee, you might not hear from your boss. Who might sit next to you, right? You might be able to just toss watered up pieces of paper back and forth throughout the day to each other's attention. Depends on the kind of environment you're in. But there's a whole element there of proximity that gets removed. So make sure you're reaching out. Even if it's just once a day to say, hey, how you doing today. And you will see better results. We'll make sure we recruit using these to create connection. So we are touching base often. And the idea there is we are trying to build connection. We want the team to feel connected to each other so they're free to communicate and then their fruit bring you communication as well. So I'm going to take time to meet with everyone. We want to use technology, do screen shares, talked to everybody as a team. I personally have a meeting for my team where every Thursday morning we get together. It's 15 minutes. And I originally it started to as trainings when I took over the team. But as we transition to a work from home environment, that meaning became less of a training. And moreover, Let's bring everybody together, make sure everybody's on the same base and just have that open communication like we used to be able to have every single morning because we can't do that every day remotely. But we can do that at least once a week. And that really actually drives a whole lot more communication in general because communication will dip going in to that meeting. And then after that meeting, communication will rise again over the next few days. And team members in a group might bring up more problems than they would individually. We also wanna make sure we're scheduling regular one on ones regular meetings. Even occasionally just calling up a team member and asking how it's going and making sure they're good. Making sure they feel connected with the team, making sure that they feel like they're maybe not directly asking those, but just touching base and letting them know if they need something they can reach out to. Because it's very easy to feel like you're on an island when you're a remote employee. Because for the most case you are, a lot of staff members will take a remote position. They're home, they're on their computer working by themselves all day. And especially if they're the only person in the house that can be a little bit lonely. So we wanna make sure that we're touching base and ensuring that these team members are feeling like they're part of something feeling like that. They're acknowledge. And that alone. An interesting part of managing remote teams is that we can't see what they're doing. We can't see if they're at their desk and they're working all day. So people can look at there, can't find a way to set their desk and be on their phone, but it looks like they're on the computer. They can't figure out little ways to play games on their computer and hide them. They can just blatantly do those things. So. When you're, when someone misses are called, they may actually be just hanging out in aluminum. Pay might just be mowing the lawn. You know. You can't control those things and there's people who are going to do that sometimes. But what you can do is you can just measure performance. And the big advantage of moving to remote is that when you move to remote, it becomes about performance and not about their presence. Because realistically we're not paying so much for people's time when we hire them, we're paying for what they do during that time. And as long as people are accomplishing enough of what needs to get done, I have a hard time carrying what people are actually doing during that time. So if someone can get the job done in six hours, opposed to someone who can get the job done in four hours or eight hours. I'm just as happy with that person who gets it done in six hours as eight by someone who has had done in four hours. I'm just as happy if that's the position they are put in to get that job done. Good, if that is what we needed them to do because we hired them for their skills, were hiring people for their ability to achieve. We're not hiring them purely for their time, their points where you can encourage them to get more done. But at the end of the day, and the main thing is ensuring that your tasks are completed and all the teams task are completed. And you can push further. That's how you end up growing. But would that you need to lead by example. That means in the morning if your team isn't responding because it's 08:00 AM in the early I'll have asleep because half of them rolled out of their bed and got to their computer re after they woke up. Which is a thing that can happen. Some people actually operate just fine that way. Make sure you're sending a message. Make sure you're sending that message of, hey, I'm up, I'm here. Expectations are that you'll be working here at 08:00 AM. So maybe at 745 because you were in the office usually at that time anyway, you send a message, hey guys, morning. C, How many people start responding? And see who starts responding late in the day. And you can kind of see, you know, what, ours are kind of working. And you might, it might take a moment to see if someone's performance goes down. You could say, hey, we all say good morning in the morning. And I see that you're not responding to around 830. Are you just getting here and working right away? Or you, cuz you're not read, performance is down. Are you sleeping in a little bit? And just kinda inquisitive and trying to figure out, you know, what, what's causing performance to go down. And sometimes it's just mindset. You have to be in charge of yourself when you are working from home. Even if you have a manager, there's not someone looking over your shoulder to make sure you're making your phone calls or doing your worker filing documents, right? No one is there to make sure you're doing your job. So it's the same thing for you as a manager. No one's there to make sure you're doing your job so you need to ensure your position is done. Your team knows you or your work is being done. And then you need to ensure they're doing their jobs and you leave by that example. We also want, Lastly as remote leaders to encourage creativity on our team and our new environment here, working from home. Especially if no one's work from home before. They're going to have a hard time adjusting at first. They're going to have a hard time having their TV rate. They're easily accessible. They could go watch it there halfway through a show. And they want to finish it, but they can't or they want to watch an episode on lunch and come back and they can do those things now and lunch. But we wanna make sure that we have teammates, cylinders or team understands that you are here to work the office you're in now it happens to be at your home, but the same expectations are there. And if your team is easily measured on metrics and you can set bare minimum metrics that people have to meet. Or if your team is measured on milestones, you hit certain goals. You can easily see who is and who isn't accomplishing those. And touching base with people and just even asking how, how is working from home or going for you, how do you feel about it? Sometimes the people just want to get it out and let it out and let you know, hey, I don't like it or this and this is happening our eye of a roof leak and it's really distracting, waiting for someone to come and fix it. But I can't have somebody fix it for another month because of financial problems. And you can talk through that and you can understand, you know, these are problems this person just ran into. And now they literally have to sit next to at every day and it's extremely distracting for them where they used to be highly effective in the office. And if you know these things are happening, you can better make changes and adjust your expectations and work with them on getting their mindset right. 3. Care leadership: So how can we be managers that show that we care about part of carrying is to start with curiosity. So you ought to be curious about what motivates a person, what excites a person, you know, what makes them wake up in the morning. And if we understand what motivates a person, we can really get to the point where we can get them energized to do something, you know. And that can be just find out what they love to do outside of work. Work is usually the means to an end for people. You know, what are you getting out of it, right? Where do you go from here? It's asking questions consistently. You now know how was your weekend How did that major life event that just happened went go? For some, this is a natural thing for others, you know, takes conscious effort to make sure that we're actually expanding our own bubble to include our staff members. Be curious and show them that you have an actual care about, you know, what is happening in their lives so that it's not just come to work, talk to boss, do work. It's, you know, you're almost there, friend. You're not quite there friend, You're almost there front. Next thing you do is give attention. So when you listen, make sure you listen with your full attention. You know, here what is being said. And pay attention for even some nonverbal cues. So when we go into a meeting, ash the maternal camera on, so that way you're seeing each other. You can see how they've react to things. You know, if if we're working from home, you know, don't be on your phone. Well, you're on a meeting. It looks bad. They can see it even if you hold it off to the side of your computer, they can't see it. They can see that you are looking away from them. They can see that your voice is starting to sound like this. Because you're actually trying to read the last text or email instead of paying attention to the meeting that you're having with this employee, you don't wanna do that. So when we're giving them our attention, we're showing them that we care about what they have to say. We're showing them that we care about what the future looks like. And we're, we're showing them that we can remember what they're gonna say. So people, when people know that you're listening, even if you can't help what their problem is, even if it's something that it's a request, no company would ever grant the employee. But they wanted to talk an idea through you and they wanted to request something, right? The fact that you listen will go further and it will also get your company more ideas. So that giving that attention and giving that listening, you know, someone might bring you 20 ideas and you might not implement any of them. But that 21st idea, because you listen to the first 20 because you gave them the attention they needed to feel comfortable to share. At 21st idea might be a $1 million idea for your company. You also wanna make sure you're giving recognition. And by this I don't mean give rewards. Don't go buy a bottle of wine for somebody every time they do something and don't give them a little metal, don't need to print off a certificate, say and they did great. But a personal acknowledgement, even just walking up and saying, great report high-five, you know, just high-five in front of the team. Or shout out across the room, something that just shows you're excited for what they did. They did an awesome job publicly saying, hey, you're awesome. It's huge. It's huge for someone's self-esteem. It's huge for their motivation to want to do better. And it really helps the other psyche, especially if they end up having a bad day. Going further from that, we want to have empathy for when they're having a bad day. You know, empathy means, you know, it's relating to their situation. It's understanding that we're all going to be in that situation at some point and are likely a similar situation because we all have very similar situations throughout our lives. And it's knowing that when we sit down and we talk with people, there, situation is something we could feed going through and just saying, well, it's tough but you have to deal with it. It doesn't get anyone anywhere. But if we sit down and we say, you know, I understand you're going through this. Be authentic. Be nice. And you don't have to trade off being in charge just to be nice. You don't have to trade off having authority for being cold. There's a middle ground that you can find you so you can build trust, you can build connection, you can build commitment on your team. But if you allow them to be able to express their concerns, their tenderness, things that they're compassionate about. A new show compassion for them and their situations. You know, there are going to be more satisfied with their job. They're going to want to stay longer. Now when a recruiter comes along and says, hey, I see you've been doing this for five years. Do you wanna talk? If they feel like their boss cares about them, they feel endeared to stay on that team, opposed to looking at something else. 4. How is managing a team from home different: Hi, this training we're gonna go over how it's different working from home as a manager just to in general. So when you think about being a manager, you're in charge of a whole group of people obviously, and you've got to basically set the example in the office. It's a whole lot easier to do when people can see you, right? They can see that you're working. They can see that you're holding them accountable. They notice you you're physically present, and as soon as you're not there. What typically tends to happen depending on how your organization is structured, depending on your team. The maturity level of your team. It could be like the teacher left the classroom, right? And that's what a lot of managers worry about whenever they are away on vacation, you know, productivity going down because they're not there to make sure things are happening. And that's a mindset that as managers working from home, we really need to get away from, because if we're always stuck believing that if we're not there, things don't get done, then we create that own reality for ourselves. We typically will over, over manage and we will end up actually hurting our team in the long run more than helping them. And really our job as managers to ensure that we are helping them. Some things you can do as a manager to kinda set the tone is do morning check-ins. Each employee simply just send them out like a message on teams or Skype whatever you're doing and say, hey, this is how we can help you. Well, hey, how are things going? Just check in and making sure everything's going well. Hey, internet working well today, blah, blah, blah. Ge said his Internet's down. Or hey, how's the weather? Hey, how was your weekend just something in the morning that says, hey, I'm here, let you know you're here to I want to know you're here too. But without directly saying, hey, I want to know you're here. A lot of other stuff you can do as a manager is to come in a little bit earlier. So that not only sends a message to your team when you're in the office managing them. It sends a message to your team online because you're sending them a message a little bit before 08:00 AM, if that's your start time, that would say, hey, morning, it's going to be a great day. Leave it at that. But then knowing that you're there, then knowing that you're working in New York there too, it enables them to also be there because it's very easy for all of us to roll out of bed, slug over to the computer and actually start working at 830. If our start time is eight, a lot of people are gonna do that anyway. But if you set the tone that hey, I'm here working, it's 08:00 AM. Let's get going. You know, you're putting that out to your team that this is the expectation, this is what I'm doing. Another really big thing that you can do is to keep up that morning routine that you have already. So get up at the same time that 30 minutes drive, you used to have read a book, spend some time on your dog. Keep your routine the same so that you have the same expectations of your team and recommend to your team and they do the same. Especially if you first move to working from home, from a situation where everybody was in the office, you know, keeping those routines or really help with that transition. But as managers, when we're working from home, we need to remember we can't see everything everyone is going to be doing at every time. Now, if I'm in an accounting department, I can't look over and see that Joe is not honest computer watching YouTube when he should be processing payroll. But I can see that payroll gets completed. So I can just check in and I can say, hey, this needs to be done at this time. Working on it, right? Say yep. Or just say, hey, my boss asked me when this will be done and at which point they'll let you know, then they know that your boss also wants it. No delegating things down or through really helps to understand, helps the employee you understand, you know, these things don't need to be done. These things all have, still have timelines. And if you start setting more timelines, you'll actually start seeing more results because people know they have to get things done by a certain time. What's interesting is if you're working from home, people typically work harder and they wanna make sure that perception of them watching TV all the time isn't what is being perceived. No one wants to be the guy that everyone thinks is on Netflix. 5. Having Effective one on ones: So when we're thinking about one on ones, this time, that is u and one staff member. And this is their time as much as your time. So you want to encourage them to use this time to bring you things that they need assistance on or they need coaching on. That way they are comfortable and they understand this is to their benefit. This is a 100% for their growth. And during the sessions we wanna go over goals, we wanna go over performance, and we want to ensure that we are trending upward and performance. So when we're setting goals, we want to make sure we set smart goals. I mean, by that is we wanted to be specific exactly what needs to be done. Clear. So we will also wanted to be measurable. You can measure what this goal is. We're going to achieve acts task by this date. Did you do it or not? Yes or no. Measurable will hit 10% growth in the company isn't measurable. Guess, we want to be attainable, needs to be something that's realistic. Something that can be done which plays into our which is realistic. So can this person do it over time? Yes. Is the timeframe that we have realistic? Yes. So we need to have it time-bound so that we can also say, when is it going to get done? Now, when we're asking when these things are gonna get done, we want to say a realistic timeframe and we don't want to be too generous with our goals. Because if we say, well, we want to achieve this by the end of the year when realistically, it's like training on a new product that came out in January. We don't want to say, well, we want everyone trained on this by the end of the year. That's not a very good goal because training a sales team on how to sell a new product over the course of a year, that's just delaying it being sold for a year basically. Maybe you want to do it by the end of Q1. So q2, they build pipeline Q3 and for their closing deals by the end of the year, that's two product is up and running. So we want to be specific, we want to be measurable. We want to make sure that the goals are attainable, realistic, and time-bound. And in doing so, we will make sure that we're setting things that people can actually achieve. After we've set goals, we want to make sure that we are doing regular coaching towards these goals. And R1 are ones. And one on ones are the strongest way to engage your team. It's you and one other person. So, you know, you turn on your camera, you can see each other, you can see each other's reactions to things. And you're able to have that communication. So when we look at one on ones, we want to think about 100 ones as being there to help people get and stay. Engaged in the company and the processes and moving towards the future. It's not just a monitor people's progress. You're not going into a one-on-one saying, All right, you did this and you did this and he did this and I wanted you to also do this, but you didn't. So athlete three out of four year running at 75% this month. Well, no one really wants to hear that. Then they just become a number and they feel like a number. But the idea is you're coming in, coaching them, you're saying cool. So we didn't get this little part and on how are we gonna make sure we achieve that, whether the other goals we have to set it now. And you help them build out a plan for it. And you help them get their mindset right towards achieving. And the whole goal is that we have people doing a job because they want to, not because they have to. Someone who has to do a job. They're indifferent, they complain a bit. They get resentful but obedient. And they become kind of a rebel on the team or they might even quit. And that's what we want to avoid. We don't want people who are reluctant to, are reluctant to be here who have a negative attitude because negativity spreads way faster than positivity. It's like an infectious disease. We want people to be willing to cooperate, to have a commitment to the company. We want people to feel valued and we want them to be creative and had an excitement when they bring ideas. Leaders don't create engagement, we can't make people want to be engaged. We help people choose their level of engagement and we encourage you as a leader, it's your job to create conditions for appropriate team member engagement. You can create or destroy culture it every interaction you have. Some best practices for your one-on-ones. Include scheduling them in advance as reoccurring appointments to make sure that you're always meeting at the same time and day for each team member. That way there's consistency. People do well when there is consistency. And you're going to these meetings. Think about your energy. Think about how you're coming into it. Are you excited for the meeting? Are you excited to talk with them? Do you come in and you bring happiness and positivity into be respectful time zones, Those comes into place. Don't schedule someone super early if they're not a morning person, don't schedule them super late in the day if you know, at the end of the day they're just trying to finish a project that conflict, they accomplish something and leave. You'll find the rate times that work for your team. Especially if you have multiple time zones. So noon for you might be best for you, but maybe noon for you is in the morning for a staff member and they like to come in, get stuff done and midway through the day and they like to have a quick chat because it feels more like another break. Don't move or cancel the appointment if at all possible. Because like I said earlier, this this is their time. This is their time with you. And your. If you move that consistently, then your team starts to think like they don't care. This isn't important. And you want them to know that this is an important meeting. It's one of the most important meetings you're going to have because with your team member and you're developing them. And they need to know that you know, it's important and you believe that it's your time together as important, so you don't want to reschedule and move it if at all possible. So when we start coaching, will start going to end up looking like effective coaching is respecting our team members abilities, believing they have the capacity to grow and encouraging them to do so. We also wanna encourage problem-solving, especially in new ways. So we might go in and we want to say something to the effect of is everything going all right? But would be a better thing to ask, what's the biggest challenge that you're facing right now? And instead of responding with people, things like, here's what I would do or have you considered or this is what you should do, come in with. How did you approach that situation and what worked, what didn't work, get their opinion, let them get it out, let them think through it. Because when you're thinking through it and they're working their way through a problem, they might find a solution on their own. Or when they get to a point where it, then that's where it fell apart. You can give your input on how to fix that situation or what they could have done to work through it. Better. Sharing ideas, sharing frameworks for how we're going to support teams and how we want to develop our team members. You know, what's their path that can be very good for team members to understand what these future's going to look like. We want to create goals and commitments for team members that they're going to be able to say. This is what I need to achieve between this meeting in the next meeting, this is what I need to work on their own. There's always something for them to do after the meeting. There's always something for them to say, okay. I'm going to work on my skills in XYZ, or this is a task I have to complete by the end of the week. You know, something between each meeting with you that gives you the ability to say, Is this person achieving? Is this person listening as this person using what we're coaching on is my coaching effective? Not just them. It's also you want a one-on-ones tape practice. There's a interesting method for one-on-ones where you will also have the employee bring you three things. What are the most important three things to you? Let's go over those. So remaining, bring me three things. Three most important things you need to, you need help, whether things that you want to go over, things that you want to discuss. And then in your meeting on your side, you can come in and you can come in with your own three things. And those will match up a lot of times when you're, when you're a manager and you're working on the same focus is the same as your staff members. One good way to measure one on ones is to make sure you have those notes from the last one. So if I meet with you every Wednesday at ten AM, I need to know what I talked about with you Wednesday at 10:00 AM. But if I have five other team members, it might be hard for me to remember that. So we wanna make sure we're taking notes, even if it's just a no book. I personally use an app. It's called one-on-one track. I use that. I just pop it off my computer. It shows me everything I use, everything I did in my last one on one. Everything that's happening in my new one on one. And with one on one track, I am able to just track that continually. It's almost like turning pages in a book. It's all just kept digitally forming some really bad with paper. I always lose paper or it gets destroyed her, I spill coffee on it. So I use an app for that. You could even use Word documents or Excel sheets. Those are effective as well. But you wanna make sure you're tracking. I like one on one track because I also can track how often they achieve goals and I can assign projects to them and track what percentage the projects are at. But you can do all these in Excel. You can go into a Word document and you can have a Word document that's just a running group, a meeting, or you could have a notes section on your calendar that's next to the meeting, that it's only on your calendar and that's notes from your last meeting for your next meeting. So every time you have a meeting and make a new node on the next meeting. So this is what we went over. This is what I told them to do. It's tract and you can go into that new meeting and you can reference, you know, Jill, we worked on this. What was the result? How is this going? This is what we're seeing, you know, have that process so that we're always working on something from week to week. 6. A simple trick : There's a simple trick that most managers don't utilize Assad, even a trick. It's a tactic. It's a skill. It's something that makes your life super easy by comparison to what it could be if you don't do this. And it's uncommonly practiced effectively, especially in offices and especially by new managers. So managers who had been around for a while, managers who are highly effective, they do this very well. When I'm talking about is having the ability to delegate. And you tell people what to do, how to do them, and suddenly things are getting done. So as managers, something that can happen is we will put all of the weight on our shoulders. And the idea is that by us carrying the load and us doing the hardest things, we're going to make it. So the rest of the team is able to just keep running and keep getting the normal day-to-day stuff done. And that weighs us down. So then we're able to be less effective with our team, which makes us carry the load for longer, which makes it so we have a harder time actually achieving our goals as a team because you as a manager are carrying too much of the weight. When it could have been. Simple enough to say, you know what? Joe is best at this task. Sam is basket that task. These are things that need to be done. I'm going to delegate those out so that I can focus on the bigger picture. Maybe these are very specific things. Don't be surprised when team members stopped doing simple things. If you don't correct little simple things and delegate out new things that need to be done. You know, you're going to see people get these things happening, right? So you might have to go over the same thing over and over again. But that's going to be regulated because it's a little thing that people might miss. They might need to be reminded once a month, and that's okay. They're human. So delegating Newton comes down to ensuring that we're delegating owl tasks that need to happen over and over and over again. And we might think someone should know to do this, but in reality, people are gonna forget things and we need to tell them again. So we'll delegate, ensure that we are not carrying the load all ourselves, and ensure that we are going back in retraining regularly because regular retraining on staff makes it very difficult for them to mix stuff up. A lot of times processes change and people forget process change midway through a process. And it helps to ensure that as you delegate, people are doing the correct processes so that you get the best results. 7. Check in regularly: When we're engaging our team remotely, we wanna make sure we're checking in regularly. We don't wanna be harping on them. We don't want to be that guy that's always, you know, bugging them or anything. But we want to be irregular. We want to be consistent with our communication. So there's a wide variety of methods that people communicate on. And that could include email, that could include using Microsoft Teams or Skype. But even I've even been on teams where they use texting quite regularly. Just because texting work really well. We were all remote. We were all out in the field and every morning we'd get a inspirational message from the team member. And then whenever a team member did something really awesome, they were shout outs. So like once a day or once or twice a day, there was a shout-out about team members that were having success was quite large team and that kind of bread like okay, we know what everybody else is doing it, other people are doing things. We need to go get out there and get achieving, which is helpful. So you can use texting and you can use email, you can use phone. No, don't forget about the variety of ways that you can communicate with people because it's very important to have that communication and check in regularly and check in with more than just, hey, did you complete the task I gave you? If someone tells you that they're going camping over the weekend, that might mean Monday morning, nine o'clock. You just message over how is camping, just like you would have done at the office, right. So if you're sitting next to you staff members at the office and someone told you they were going camping when new gadget work on Monday, you probably would have asked how camping one or if especially if some ones kid at a birthday or they had a birthday, you say, hey, I was the birthday. And when that breeds can action that makes them know that you care. And that's really all people want to know and feel. Having these open, open channels of communication and also gives people the ability to choose which way really resonates with them. So I have staff members that will call me straight without like saying, hey, you're available. They just immediately call my totally okay with that. I encouraged them to do that if that's the easiest way for us to communicate. And if I missed the call, I call them back. And that's how we communicate. I have team members that message me and say, hey, I want to talk about this. Are you available at this time? And we do that way. We schedule out calls because they want to be prepared when we have a conversation. I have team members that text me. I have team members that just shoot me team's messages of team members that literally you'll try to communicate everything through gifts and learning those different methods of communication, learning how people communicate on your team, and using that to your advantage as their manager, to communicate with them, to connect on their level. So I have team members who they like certain shows and they like gifts. So I learn they liked these shows and they think that anything that has to do with it is great. So instead of just saying, hey, how are you doing today, I'll send a GIF, does a most chat apps will have gifts in them now and you just search, right? So I click on the gift thing, click odd, Rick and Morte. I grab Rick saying hello, and I send that over and I say it's going to be a great day. And that might be the first communication I have with a team member who I know is really into brick and mortar. And that makes them smile and that makes them into positive attitude. It's going to be a great day and they might say, yeah, it is. And or they might say it is. By the way, I want to talk to you about something and then we discuss something we wouldn't have before if I had just done a quick reached out and said, hey, it's going to be a great day. And that kind of communication is different. It's it's natural. It feels like what you would have in the office where you walk around the office, you're talking, you run into people, hey, how you doing, being positive in that same kind of light that you could be in the office where you could walk around and say, hey, it's gonna be a great day. You know, tell your team is going to be a great day. Tell your team everything's awesome. All PUT their mindset in the right place. One thing I really like doing, especially with having all these apps and emails and stuff means of communication is that at least once a week, I take a look at what the whole team is dealing. And if there's any little gaps that we have where were consistently seeing things that are happening for everyone. And as little and it doesn't need to be like a formal email. It doesn't need to be a meeting. We don't need to do a retraining on it. It's literally like someone's not pushing a checkbox, right? But two of the five people on the team aren't doing it. I literally just make a message saying, hey check box, see under this drop-down, make sure you're pushing it. I know it's a new process or there's been a lot of change lately. I just want to make sure everyone's being consistent and we're all getting this done. And more often than not just a quick shout out like that, that will actually solve that problem because you're consistently going through and saying, OK, here's a little thing, here's a quick reminder. Who's a quick reminder? Have to have meetings. You don't have to bring up in both Philip people's one-on-one sometimes, sometimes just that regular communication of Hey guys, we're seeing this, we just need this fixed, cool. And you make them small. They're not recommending, it's just, hey, here's a reminder, we need to do this. And it comes off as genuine, good reminders for best practices. So check in regularly, utilize the tools that you have and make sure that your seeking to be helpful. 8. Clear concise consistent communication: Now I want to talk about the importance of clear, concise communication. And this is important in the office as much as out of the office. However, once you become a remote team, this becomes even more important. It's not simply about ensuring that what you're saying is fully understood and that you think you set the right expectations. It's knowing that your staff member of can't misinterpret what you're saying in a way that will drastically changed the outcome of what he wanted. And what I mean by that is the training that you do or the orders that you're giving your team, the tasks that you need them to do. They need to be easily stated. A huge document describing every little bit of every task isn't an effective way for you to have to dictate everything that needs to be done. Now imagine every time you need to ask someone to do something, you literally wrote out a giant page on how to do every step of it to ensure it was done correctly. There needs to be a kind of baseline of expectations from a team member and there also needs to be consistent. We communicated base of how we want to operate as a company. When you're executing clear, consistent communication, you are going to be giving everybody on your team the same information. And then you need all the other managers at your company to be giving the same information as well. So, so there's a major change at your company. Say your company is going to release a new product. That's going to cause a stir. You're gonna have people that are questioning what the new product is. Question, where does Jonah sells reps and don't want to sell it immediately because they hadn't sold it before. And the communication on it is easily gonna get muddled as to all the features and what they are because you'd haven't sold it before. So all of this is new and likely some parts of it are changing through the process. So all of your management teams need to be consistently giving their teams the same clear information that has been reduced in scope to be concise. So when you do clear, concise, consistent communication, you're consistently giving a clear, Short answer. The establishes everything you are trying to communicate as a company. And when you do that across all of your teams, then everybody is allowed to be on the same page. And it's actually very difficult to do. It takes a conscious effort to not accidentally say things that we think are happening and not things that we know. And is a cultural thing to get your team to the point where if they don't know the exact answer to something, if they're not 100% sure that this is the process or this is the way things work, that they need to be comfortable to reach out to their manager, you, or to ask each other and say, hey, I don't know the actual process for this. Instead of making assumptions or accidentally communicating the wrong information to someone, especially a new person. So you hire a new person, everyone's remote and they usually will tack onto one, maybe two people on the team that they're getting information from outside of their manager. And if they're not giving clear and communication, then the new persons who went to end up getting ruined immediately because they're not getting the info that they need. But if we're giving vague information, for instance, if I say I want to paint the room, read and I need you to go get red paint. Well, if you go to a paint store, there's so many colors of red that I could've meant a light red, almost pink, or I could've meant a dark red, almost black. And not knowing exactly what I meant, which would have been one or two word changes, right? I need a black I need a red paint that is almost black. Or I need this type of red paint, would have drastically changed the outcome of what you are going to go and do. Instead, that statement, I need red paint. I need you to go get red paint. Just means you're going to go and you're gonna get whatever kinda red paint, you decide which could end up being a very frustrating experience for you as an employee. If you think that I will be upset if you'd get the wrong pain. There are some staff members who will not ask you more questions. They will make the assumption that they are supposed to move forward making these decisions that other staff members that will absolutely freeze and they will get nothing done because they were not given enough information, though. Basically go to the paint store, sit and stare at the paints and say, need red. But there's not anything that's actually just called red because the everything's a different version of red. So we wanna make sure that we're avoiding those kind of scenarios inside of the company. We want people to be able to effectively get worked on, know that we are all receiving the same information. We need to be executing clear, concise, consistent communication across all of our teams. Because when you do that, you grease the wheels, things start to move. Everyone's on the same page and you gain a level of consistency at your company in knowledge which empowers employees to feel like they know what's going on and take good action against any changes they see or any problems they have. 9. Measuring your team: So our team is working from home. We need to make sure we're measuring them in some way. We need to make sure we know that they're accomplishing the goal. How are we going to do that? The only way is really what output, right? So we can't see their input. There will be time, but we can't see their output. For most teams. On some teams you can measure input and I'll discuss that in a few minutes. But for a lot of teams, what you're gonna get to is output. So we look at what's, before someone went to work from home or with our average crew of people that are working from home right now. How much work is getting done in a day? How much are they able to accomplish the average? And setting that is kind of a standard isn't a bad idea in truckload communicating those standards. So if you have a team that are working on accounting and you need the books balanced by a certain day, then that's clearly the statement that are giving to that accounting team. And if they'd been able to do it with three people with the same amount of revenue. You currently have the same type of business structure you currently have. Suddenly they're running behind. You might need to have a conversation, say, hey, you know, we were able to do this within this timeframe before was changed now and how do we make adjustments? Maybe they need more communication. Maybe there's other teams that are harder to get a hold of. Now. It really could be anything. It could be that they all can say, look, we've been distracted. So we both work from home. What you run into a lot too, and measuring your team is the fear that they're not doing enough. And you have to get over that and you have to just have that level of trust with your team that they are working and they are trying to make that assumption when you go into the conversation for measurements with other teams, say you have a group of customer service reps. Do you have systems you can get that will watch the number of phone calls that they make. And it will track how many times answered the phone, how long it takes them to answer the phone. And you can really see who's at their desks and who's doing what work. What I really like about sales teams is you can measure a sales team very well. You measure them based on their output. That's the only way that they're even compensated. So you measure how much sales they get and you measure how many phone calls they make. You can even listen in on their phone calls and some organizations, you can see how many calls are making a day, how many meetings are going to, you know, looking at people's calendars can help with that as well. Although things that you can do is in your one-on-one's, you'd go in and you set a goal from one on one to one on one. You sit down and you say, look, you're working on this. And thus, I want to see this get completed by the time we have our next meeting where you give them a new task and you tell them, look, I need this completed by our next one-on-one that is in one week. So you start actually measuring and tracking, you know, did someone complete their goal? Did someone complete their goal and you just have checks that say yes, no, yes, no, yes, no. And you can see if there's a trend there for someone who's not getting their work done. And that allows you to say you don't have a do I have realistic expectations first, let's assume you do, should probably do if they've forgotten and people task to complete within a week or two period. And you can see who is or isn't a new thing to actually bring that to them and say, look, when we're giving out tasks and we're sending these out and we're trying to achieve, we're not seeing the results we would normally expect from someone in your position. What's causing this? How are we going to solve for this? Because I want to make sure we have this corrected. And then you're coming from a form of help when you're measuring your team. Setting goals, tracking achievements is very effective in ensuring that you're seeing who can achieve goals and who can't. And ensuring that your team is a group of people who they're given tasks, they complete tasks, and we're always moving forward towards our overarching goal. 10. How to be a great manager: So how can we be great managers? Firstly, we want to make sure that we're optimizing the time that we spend with our team. We might have teams that were with constantly. We might have teams where we're kind of meeting them once or twice a week and we're just making sure that they're getting through the basis where making sure they're getting through the achievements, right? So we want to make the most of our one-on-one meetings and use those for development because being a good manager, developing the team, helping them get towards their professional goals, helping them develop to the point where they could even move on and leave the company if they needed to write. So maybe you have an entry-level team. You want them to be able to rise up, move into the next positions. Like if they're always only going to be able to do this one position that's not going to help you get more done. A big part of managing is developing people and ensuring that they grow over time and they get better over time. So you need to be able to help people keep track of what direction they're heading in and keep on team goals and individuals. Now using open-ended questions, drain meetings with your team can really help you to be able to establish, know where they're going and what they wanna do and give them a chance to talk. So we want to use our one-on-one meetings with our teams. We want to use them for development and we want to help our teams to grow professionally. So if somebody needs help in one area, the whole team might not need help in that area, but this person, we can help them get a little bit better at this part of their job. And then we've got a great employee. But we have to look for those things and recognize them and talk through them with the employee to help them get better. Otherwise, they're just going to be the same employ forever. And that doesn't help anyone. We also wanted to take the time, especially when working remote, to discuss our employees preferences for the Dane times they want to meet and want to have a very open candid conversation. You know, what is the best time of day for us to sit down and go through your performance to tap a quick touch base. You know, show that you care about when they're able to work the best, when they're able to communicate the bus, makes sure that they're not having their productive times disrupted, especially if you're in different time zones. So maybe you're on the West Coast there, on the East Coast. They probably don't want to meet at 04:00 PM your time because it's 07:00 PM theirs. Recognizing these things and keeping consistent, see with your ability to say, hey, you know, what times work best for you. It empowers them not only to choose what times you're talking to them, but it empowers them to choose more in their lives. It's also important to make sure you're following up on past conversations with them. So. They might have a preference for how often you're meeting with them. But make sure you're keeping consistent and make sure you're being consistent with your follow up on those employees are basically your customers at this point, once you're a manager, you're trying to get them through the goal. You're trying to make them better. You're selling them on the idea that they can be better in certain areas and then maintain consistency. So if we have consistent communication, we're gonna end up having a more consistent team. Especially in a work from home situation. We want to encourage your team members to solve problems proactively. We want to encourage them to feel empowered that if they absolutely know the answer to a problem, then I come to you for every little thing. There was the book, the four hour work week where Tim Ferriss talks about he used to have everybody bring everything to him. And that turned into his management role basically just being answering whether or not we can do things and that gets old very quickly, especially if the answer's usually do it. So he put a dollar value and if it cost, I think it was over $50 to fix a problem, he could he would have they could bring it to him for approval or that cost under $50 for a problem. They could just do it and they could solve that problem or they can take care of that customer complaint. Because now 99% of the ones that he had to deal with soil was worth that kind of a change. In taking a look at what your employees are able to do, see what restrictions are placed on them and how empowered they are. I had a manager onetime that came to me and we had our meetings and he said, Look man, these one on ones, these are for developing you. So if there's things that you need, bringing them to the table and that empowered me to bring what I want to talk about the table. Because that took it from being his time with me, to my team, my time with him. And if you empower employees to feel that way, then an important empowered employee will get more done. They will be more effective. It's important that after achievements are reached, we reward team members. Know working remotely. That can be a little bit harder to do. You can't bring in a pizza party. It's probably not cost-effective. Did order everyone their own individual pizza across the United States. But you can offer extra vacation days. Give everybody one. That's things that companies do all the time. And you can also have half-day or people get out early on Friday. You could say, hey Friday, we're all gonna meet together. We're going to have a Zoom meeting where all your favorite drink will four to five o'clock. Wall, just hang out, relax at the end of the day. These are things to help to build camaraderie, right? These are things to help to say, Hey, we did good. We're gonna take an hour off together. We're going to enjoy that time together and we're going to celebrate the success and do shoutouts for the team members who did really, really well. Every team member is going to communicate a little bit differently. Some team members communicate really, really well with a quick phone call. Doesn't matter if you're interrupting them that or what they're doing. Just bang phone call. Here's what needs to happen, get it done. Other team members, they might need a phone call, but they need more contexts wins to be a longer, more in-depth phone call. Then the Avila team members that they don't like to just be called out of the blue. They might need you to message them on teams or Skype or slack and say, hey, it's now a good time, I wanna make sure we have this conversation and then you have a conversation. Other team members might need you to put a meeting on their calendar that says, Hey, this the meeting, the subtler meeting, this disgust, even if it's a sentence of we're gonna go over this document. You know, everyone communicates a little bit differently. Everyone kind of takes in things a little bit differently. So if you put out a meeting invite as a very vague answer on it, or a very vague subject title. People might get confused and yours kind of fueling fear, but others might really appreciate just having a meeting on this calendar even if they don't know that much about what it's about, instead of just a random phone call, they feel more prepared. They feel ready for a meeting. Everyone has different levels of social awareness. It's very good to sit down with each employee and have a conversation about their future career goals. You can sit down with someone and you think, wow, this person is great and he could move into a management position one day. And they might not even want to stay in the field. They might absolutely hate the field that you guys are in it, but it's good for you to know that because what it comes down to is you having the ability to help direct their future. Because as a manager, you don't want to bring people into new roles that aren't invested in that future, right? You don't want to develop people in directions that don't help them reach their goals is counter-intuitive for everyone. No one's going to win. But for all honest with how we want things to end up and what our goals are, we get a lot further. And on the top of the goals. Giving public recognition to employees. Especially during like if you have an all hands meeting or something and you have a moment where you can do a shoutout that is huge for people. So if you have it set, so George did really good on a project above and beyond everybody else. He made it possible. Especially if you have metrics behind it, like George's work saved the company XYZ, or made this project possible. You know, a public shout out, especially if you're going to accompany it like a 100 people yell, telling a 100 people someone did really well. That makes them feel good, that makes them feel motivated to continue to do good. On the flip side, you know, you have to give these employees effective feedback so, you know, one-on-one, get with them truthfully, honestly, these are the things that you're seeing and these are the things that need to be corrected or these are the things that are good. You know, giving effective and honest feedback can really change the direction of an employee. Someone might think that they're doing really well. And until they get a manager that comes in and says, look, every time I get one of these documents, there's this and this and this missing and I have to fill that in. And their previous manager matter just filled it in a set of training on fixing it, right? So unless we effectively give feed back and effectively changed things, we don't know how people are actually seeing themselves. Someone might have been doing the same job the same way for ten years. And then suddenly they have a new manager and they don't know they're doing the process wrong now. Maybe they missed a meeting, maybe they misunderstood something. In part of giving effective feedback is given feedback that's actionable. And this is what we're working, we need to work on. This is how we need to work on it. This is how soon we should start seeing results and we're going to touch base on this date and make sure that we're getting those results and it's not coming in and trying to reprimand or saying that badly is saying, hey man, this needs work. We can fix it. And then we'll all be good. And everybody will be happy. When people feel like they're in trouble, they feel like they're intact. So the idea is not to make them feel attacked. The idea is to make them feel like you're trying to help the team get better. Those are some ways to help you be a great manager. 11. How to have effective virtual meetings: We hold virtual meetings. Key part of pulling a virtual meeting is ensuring that when we're sitting down with our teams, everyone understands what we're here in the meeting for. So that might be a one-line sentences. What we're gonna talk about, that might be a whole agenda. What we're gonna talk about, it depends on how detailed your meeting is. If you're expecting people to come into the meeting and talk on something they should have prepared. You need to make sure they know that they're going to be talking on it. What's huge is if you take a meeting and you put everybody in it and you don't turn any cameras on. Everyone acts a little bit differently than when the camera is on because the camera's not on. Nobody knows that anybody anybody's doing. The assumption is it's just a whole bunch of little blank slots with names on them. Basically much a name tags, having a conversation that's not engaging. You can't see your responses. You can't engage if people are looking, if people are on their phones, you don't know what people are doing. So implementing policies where you say, hey, we're going to have virtual meetings. You need to have your camera on. It. It adds a new layer. It adds the ability to, not only do you know people are there, you can gave her responses. So maybe you give a presentation and midway through the presentation, you can see everyone looks bored and checked out. Maybe you didn't realize you put together a boring presentation, or maybe you didn't ask enough questions early on in your presentation to really keep them engaged throughout. So now you know people aren't paying that much attention needed to start asking questions to your team to bring up that engagement, to make sure they're involved in getting into this meeting. So they're understanding sold their learning so that things are happening and you're achieving the goal of the meeting. So having a virtual meeting is really just ensuring that people are paying attention and showing that people have connection. It's also good to encourage your staff to open that meeting earlier and make sure that they're connected, right? Sure. The meeting software is up to date, you know, open that meeting five minutes earlier. Just let it sit there but make sure when you open it, you're not waiting five minutes for everybody to update their meeting clientele. They're not OK. They're not suddenly finding out they have a bad internet connection. They're not calling it on a phone from places where they don't have good reception. They can drive down the road and get out Wi-Fi or something. You need to make sure that these teams are understand that, you know, you're responsible for being here on these meetings. You're responsible for ensuring you have a good connection on these meetings and it's not that hard to do. You just takes a couple minutes before the meeting starts to do a quick check and making sure you're on time. So as the manager, you should probably be one of the first people in that meeting. And if you're the last person to the meaning, it sends a weird message to your team. Because if you don't care about that meeting enough to be there, your team's not going to care enough about that needed to be there. Just like getting into the office if you're always the last person in the office or if you're always the first person to leave the office, your team's going to look at you differently than if you get there before the money elif thereafter them, even if it's literally one minute before and one minute after. Totally different perception of you. And the same thing happens with virtual meetings. A big thing that happens when you have virtual meetings as people stopped wanting to communicate so much, they stop talking so much. It's weird people who would talk a lot in person suddenly don't want to say anything because it's a different scenario. They feel awkward and maybe, but what you need to do is engage them, you know, ask them questions, make sure that they are actually understanding that this isn't meeting to benefit them. This isn't meeting that they're going to be involved in and this is a meeting that they need to be in for and that we need them to exercise the values of, right? So you're there to learn something that you're here to contribute something. These meetings have importance. We're not wasting your time. And you do that by not scheduling meetings that are wasted time. If we're going to have a meeting, there needs to be a reason for the meeting. It's not just hey guys, let's make sure everybody is here today. It's we're bringing these teams together to solve this problem. We're bringing these teams together for X, Y, and Z. Here's a situation we need your feedback on. Here's a policy change. We all need to go over it. Here's a plan that we're implementing. We'd all of your help with it. The way you phrase things changes the implication of the meeting. And if you have a lot of meetings that could be in a one paragraph email, people stop wanting to show up for meetings and they stopped to be effective. 12. Work life balance: Maintaining your work-life balance when you move to a work from home situation or even if you bend in it for a while, can be very difficult. I myself find myself in meetings past five o'clock just because I don't have to immediately leave to beat rush hour traffic or anything anymore. And I find myself starting earlier just because I'm up, I'm ready I'm ready to go. 07:30 AM. I computer? I'll work till 530. And it feels relatively the same because all that time I would spend driving, I'm now spending time working. And we have to remind ourselves, you know, there's a stop time, right? There's a time where it stops. There's a time to shut off notifications on our phones. There's a time to stop taking emails and respond, and there's a time where people don't expect to hear back from us. And just because your office is in your home doesn't mean you always have to be in your office. And it's something that's important to remind yourself. Especially on the weekend when you wake up. And because five days a week you'd go to your computer and you start working. And you might have to remind yourself, you don't have to do it this morning. You have to do that little bit of extra work on Saturday. Also, when you're working from home and you're trying to get that balance, you know, it's, it's okay for you. It's okay for your teammates to use your lunch break to get laundry done or use your lunch break to clean up the house or organized you take advantage of the situation? I've been in meetings where I'm not required to be involved. I shut my camera off and I will do some dishes really quick. You know, it's a meeting where I'm my intention there is to listen and the reason I'm there is to listen. So I will get some dishes done and those are okay things for people to do. If it's primarily a meeting where it's just for information. What you have to know those you have to be able to judge those before you do them. And I would never tell a team member, Hey, you should be doing your dishes when you're on a meeting. You know, some people are gonna do these types of things and it's going to happen. And it's for the most part, it's going to be OK. You just have to make sure that you're balancing that out and you're making good decisions with it. Because realistically, you have everything you need right there. And it's very hard to distinguish work from home life. Especially if you have little kids that went around. They don't understand why mommy or daddy is now on their computer all day and why mommy or daddy can't play why mommy and daddy can't take a break at anytime that they want. They just can't grasp that. And there's an amount of accountability that you have to hold yourself to where you have to get everything done. And you have to instill that into team that you have to get your work done? Yeah. Your your house. You can do other things if you have to. Well, you need to, but you cannot have it be a situation where you are going into it with a mindset that your home whiz work, but not work from home. Those are two different kind of mindset. So if you're home with work, your home years hanging out at your house. And when you want to work, you work. And you need to make sure that your mindset is during the hours that you're supposed to be working. You are working from home and even designating your offices at your office or the area that you work for me, even if it's a kitchen table, this space this space is only for work between these hours of time. After work. These are the things that I can do. And you set limits for yourself, right? So maybe you can do laundry throughout the day pretty easily because you're right next to your laundry room. All you're gonna do is wash it. You're not going to be folding everything and throw it in one machine, throwing the other machine, it takes you a minute. No, you can do that very easily while you're doing your day. And that actually is going to add a lot to your work-life balance because now that's not time. You would've had to spend Saturday washing clothes. You could spend that time in-between phone calls or spend that time when you need to take a step away from your computer, do something else for a moment, figured out a new solution and these things can actually become therapeutic for you. So you need to watch what you're doing but find that nice balance of no, what, what are the things in my life that are appropriate to do and when is it appropriate to do them? And then make sure that your team also understands what is appropriate to do and what isn't appropriate to do and when they're appropriate to do them. I don't ever expect my team to be at their computer at all times. Right now, especially with covert happening. There are more people in weird situations and there's ever been before. When I say a weird situation, I mean Abnormal. Right. So normally people would have more places that they could take their children for day care. But because of restrictions caused by coded, they might have their kid home all the time from day care of their kid. Could have been at school and maybe they can't afford to send them a day care because daycare is very expensive. But they used to go to public school and now they can't go to school for another semester. So we're going to have kids in the house. And a big part of understanding the work-life balance is understanding that life is going to come into work more. And work is going to come into life more once we move to work from home. So you might have a kid that pops up behind you or you might have a dog that randomly barks at a mailman. And just understanding that that's going to happen to you, that's going to happen to your team, isn't necessarily good. Now, isn't necessarily bad. Now, even if you're talking to a client and they hear your dog or they hear the guy down the street moment as long no one's going to care. Not in 20-20 or beyond. 13. Signs of poor communication: So when we're talking about communication inside of our organization, there are a few things that we want to make sure that we're looking out for our team and especially within ourselves, to ensure that we are not creating a poor communication environment. So that to ensure that we are not developing a situation where we are not able to accurately communicate and we foster negativity in any way. It's very difficult to have very strong communication in an organization because naturally people don't communicate that much in general anymore. We do a lot of quit texting. We don't do e-mailing, that level of verbal communication where we need other people to do things for us that's not present in the majority of our lives outside of being in a management role. So we want to ensure that we're avoiding one-way communication. Poor communicators are typically frustrated that they're not getting feedback, that they're not receiving anything coming back to them. So if somebody asks you a question or sells you something, just giving them a short response is better than just acknowledging, hey, I received this. Anything is better than nothing. Everyone wants to feel heard. The team members might present their ideas or their plan, and they might get absolutely nothing out of it. But if instead, you talk about possible alternatives, if you talk about why something either won't work or why it would work and what we can't do it. Now, you know that five-minute conversation with the employee will make a huge difference as opposed to just saying no. We're dictating. This is why you have to do this. A lot of people need to know why they need to do things. So I worked with people who, when I asked them to do something, I make sure I tell them this is why this has to happen because I know if I don't do that, it's not going to get done quickly. It's not going to get done efficiently. And am I just not get done at all? Because they're not going to understand why it has to get done. A lot of this comes down to how we speak to our employees. Because when we talk to somebody, the way we speeds the tone we have, the words we use, those deeply impact how that employee feels and how that employee hears us. So if we think about our communication, a lot of it comes down to you, right? So if I want to say the word, you do this, you do that. You go over here. Statements like You should have then here an hour ago, you know, those are accusatory or those are directive. They're overly directive that you need to do this and it's putting it fully on the person. Whereas if you talk about it as a team and you go to somebody and say they had a bad month and you say, look, knows not a very good month, your productivity was down. Your, you were directing it towards them. The problem is them, it's less effective than if you go to them and you say, hey, we didn't get everything done. We wanted to less month, what are we gonna do? To make sure we get there next month. What do you think? Then they're coming up with an idea for the team, which could just be you in them and how the two of you are gonna do it. And you offer, what do you need from me? Then you're using you in a positive way. Oh, what do you need from me to make sure this gets done? Instead of using you use we as much as you can. That way, it is signaling to your employees that you are on the same team. That is a team focused environment. And it is not purely about one person. We also want to make sure that during communications we are not getting stuck in a run of negativity. It's a super simple thing to do. At some point analyzed everybody gets into a negative kind of attitude. I've yet to meet someone who in the time I've known them hasn't exhibited a good amount of negativity for at least a short period of time. And that's because negativities easier, right? So you can easily become, as a manager, the person who always says no. And you don't wanna be the person who always says no because then people stop bringing new ideas. It stops harboring creativity in your workplace. It stops people from wanting to help you solve problems that you are required to solve. And it stops them from wanting to even reach out to you when they need help solving a few problems you would have. So instead of saying no, we can ask if there's other solutions. If there are other ways we can do things without directly saying the word know, we can get to the root cause or divert into another way of saying things, right? So what other aspects of this idea can we build upon to make this actually function inside of our team? Or you come up with an alternative that gets a little bit of what the employee did won instead of just shooting everything down, you know. And sometimes you will have to say now, but if you become a no person, where no is the answer pretty much every single time anyone says anything that can be very toxic in the workplace and it will destroy creativity. And other big thing that managers do, even in a remote environment where it has a little harder is that they get a little too personal with their staff. And what I mean by that is that they will put down employees that will make it personal. If an employee exit F and pull employee does something really good and app might make a manager feel like they've been undermined. Or employee accomplishes a task and is praised by the president of the company, and then their manager isn't set anything. They might feel like that person is stealing some of their shot. It's very easy for a manager to sit back and say that bad things about that employee or internalize bad things about that employee because they're jealous. You know, those are things that you wanna make sure that you're avoiding. It's easier to do those things now that you are remote because you don't see these people every day. You don't see their flaws. Every single day. You're not seeing them in person. Someone might make a mistake over and over and over again. And you might think in your head while, how's this person's so stupid that they make the same mistake every time. But you can never say that to somebody because that's a personal attack and it's unacceptable. And when we're communicating with these staff members, we want to ensure that we're giving them our best self and are carrying a, we want to be a caring person to them so that they know that we are on their side. But if you come at someone and you say, wow, you're stupid, you can't figure this out. They're not gonna wanna do it for you and they're going to do anything for you. Instead of getting angry incident, but little in people. You want to make sure that you are bringing them up in your training on things where they might be bad. And you are ensuring that the whole team is raised up, instead of using any amount of negativity. On that same line. Feelings do matter. When you tell somebody. I don't care if you're upset about something. If you don't get excited about a big milestone that someone hits, right? You're telling the team that their feelings don't matter at all and that you don't care about them as people and they're less likely to work for you. Do well and do good work. When you have someone hit a milestone, you should be excited. You should see that they're growing within their career, that they have learned something new. Maybe someone got a new certification which allows them to work on a new kind of products that projects at work. Maybe someone eating leaves your team. You should be excited for every time someone grows. Or has a major life event like they buy a house, they have a kit, you should be excited for them. And what that'll do is it'll show the team that you really care and you want to be that manager that does care because people want to work for a manager that cares. When you look at toxicity inside of a workplace, it's easy to fall into a habit where you get passive aggressive or you get sarcasm. And you don't want to throw sarcasm in your team. You don't want to be passive aggressive with your team. If you're going to get to a point where you're passive aggressive or you're throwing sarcasm a people, then that's going to create such a toxic work environment that no matter what else you do, you're never going to recover. Passive aggressive behavior makes people leave. They will leave for a lower paying job because you're aggressive towards them and they don't feel valued. And we can't have that. It's often seen as a personal attack and can escalate very quickly to a situation where you have to bring an HR just to have conflict resolution simply because you started a small company, small passive aggressive behavior. You started using sarcasm occasionally. And you don't know how people are actually going to take that. You don't know how they're going to internalize it. They might have been cool with one joke, but maybe the second joke they weren't cool was, I'll keep it clean Kiva professional. And it's all really boils down to how we're communicating and ensuring that we're communicating and ways that, you know, people want to be communicated with that motivates and harbors a positive and effective work environment. 14. How to be the bad guy: One of the least fun parts of being a managers having to be the bad guy sometimes, you know, we all just want to be the good guy. We want to be everybody's friend and we want to just have everyone doing everything the right way to make sure that things go well and then we don't have to reprimand anybody. We don't have to tell anyone, hey, you're bad at this, but that's not the way things work. So how do we be the bad guy? When you take a look at a situation and you have to tell somebody, You know, you messed up or this isn't how things work, or this is how things have to change. You know, you can tell people about their behaviors that are bad by first telling them, Look, you're good at this part. You're not good at this part. What you're good at this part. So there's that middle ground that we need to actually cover, right? So once we're able to cover that middle section, you'll have everything working well. And the idea there is, it's, you're good at this, they feel good. Your badness. You bring him down a little bit. You're bringing them back up because you've told them three things, two of which are good and in the middle, you have put that section that's not very good. And the idea is not to just have a meeting where you're talking about, look, you suck. We need to fix this problem because no one's going to respond well to that. No one's going to enjoy that. No one's gonna develop better because of that, it's going to turn into a horrible problem that no one's going to have a good time. What you need to do is have those meetings where you say, look, these are areas of improvement. This is how we can get better and here's how we're gonna do it. And when you're directing candy like that, you know, people typically respond well to that kind of consistency. If that's what's built for, right? The more consistent you are with that kind of feedback, and the less pushback you get from your team on that. So if you never give them any negative feedback or if you never are the bad guy, if you always give them their way to second, you first try not to give them their way. It is a huge uphill battle for you. It's like that old book. If you give a mouse cookies going to want a glass milk, right? And if you get them less milky wants another thing and another thing and another thing and another thing and another thing. So sometimes as a manager is the best thing you can do with anyone as to even tell him No or to establish boundaries very early on in that relationship of you need to do and how to do it. I had a team that I managed where we had a response time, we had to hit. They were supposed to respond to incoming lead to then five minutes on a sales team I was on and people were taking smoke breaks all the time every hour or so they were outside for 15 minutes taking a smoke break. It was ridiculous. So what we did was I immediately implemented it where my assistant was by the by the door and he could track everyone coming out. So even if I was in a meeting, we can see this one of them was always a one of us was always able to see who was coming and going from our team in the area they worked in. So what we did was we had this five-minute rule. Everyone knew about the five-minute rule and the leads and sales are money. So in this scenario, we took their ability to achieve their goals at work more away due to their behaviors if they were not doing what needed to be done, we just took lows and redistributed to people who were not going out. We're actually in the office. Even if they were in another building, we would send them over to them simply because we needed to establish that point early on that you cannot ignore these these need to be taken care of. I don't care often UL and smoke breaks, but these need to be taken care of before you do and you need to be hitting your number. So we establish that very early on. And by establishing that very early on in the relationship, we ended up with a much better relationship going forward because it was essentially the turning point was where we said, Here's line in the sand, this is what we took care of. You might have scenarios where people are going to have no vacation time and they want to take a day off. Or maybe there's a birthday, maybe there is a family reunion or something that they want to go to. And maybe they used up all their vacation day taking a whole bunch of half days in the summer when it was nice out. But those aren't situations where things are going to end up. Well for you. When you constantly give in to everything everybody wants because you've given them all the cookies and now they're here for their milk. So being the bad guy isn't necessarily a bad thing. It also makes it easier for team members if you're willing to be the bad guy at times and tell them the things they don't want to hear. To get v that for me that can be bad because they're expecting you to be all sunshine and lollipops that are expecting you to have some form of bad feedback at some point to help them get better. And they understand that it's not just that your dick, it's that your job you have to do. Sometimes being the bad guy is a good thing. Just make sure when you're doing it. You're being the bad guy with compassion. And you're being the bad guy. When you need to be. Not because you want to be. Management isn't being the person you want to be. It's being the person on your team needs you to be.