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Challenge with challenging goals that will take the team to the next level. Apply constant feedback. Take problems in a timely manner. Personal and professional congruence will be tested in this new age. Self-motivation from self-knowledge.
Beyond the 2020 coronavirus pandemic, leading people remotely is a challenge for businesses. In addition to managing matters, those in charge of areas in businesses and organizations of various kinds need to break new ground to lead their teams to unlock the potential to inspire, motivate and increase every employee.
Remote work is here to stay: it has been known that a large majority will use it in full or hybrid fashion, mixing days in the office with the home office. Depending on the company, more flexible modalities are installed and it is expected that there will be smaller, highly specialized teams that work as agile cells in coordination with one another.
Hence, the success of remote leadership is different from the success of the face-to-face team because, among other things, it requires:
Trust more in each person.
Learn to delegate effectively.
Generate a sense of responsibility among employees.
Motivate them to be entrepreneurs within the sector they belong to.
Define processes that lead to the desired results in virtual format.
Create spaces of closeness and distant connections that will help overcome the lack of socialization that is essential for all people.
Have clear indicators to measure management.
Communicate, communicate and communicate: Permanently strengthen all available channels. The leader who does not know how to do it effectively will inevitably fail.
5 buttons that make a difference
In virtual human leadership, there are some drivers that affect the bottom line. The good pilot of this time knows them, advances them, tests, tries new formulas and finally creates an effect through their influence by touching people's minds and hearts.
These are the five keys to virtual leadership of excellence:
First: Challenge with challenging goals that will take the team to the next level. Many organizations have come out of obsolescence in terms of leadership and internal processes. The new virtual environment with technology as a transversal and irreplaceable tool invites us to develop strategies that allow the team not only to sustain itself, but also to move and grow. The leader knows how to recognize this hidden potential and help expand it.
Second, apply constant feedback. I have expressed about the importance of communication; Today it is more important than ever that what we previously interpreted through body language and paraverbal and even in the web of codes and behaviors of the unspoken needs to be replaced by a proactive, open and direct attitude. One way to do this is to encourage back and forth feedback channels: feedback is given and received so new leaders need to be open to what their own team has to say. Another valuable tool is to acquire the soft skills required to create future environments through feedforward, no matter how confusing things are in the present. It is this vision of the future that creates the illusion, motivation and passion to move beyond difficulties.
Third, take problems early. We are moving from a period of coping with random crises to a period of permanent crises with different effects. This changes the paradigm, as companies have previously prepared for more or less predictable eventualities. Instead, they are now becoming recurring.
For this, the new leadership needs people who are conscientious when it comes to taking each person's thermometer, getting problems and results they want to get. At a distance, it is more difficult to discern the emotionality and process that each employee goes through, especially in VICA (VUCA in English; volatile, uncertain, complex, and ambiguous) environments.
The assertive leader knows how to fill this gap in order to gather, encourage, and share as often as necessary in a group and individually. In short, everything that you personally avoided must now be embraced: it is about being in the present and being fully present with other people. As a result, those in charge of people who are only devoted to management and micromanagement are buried under the set of soft-plane problems that arise in teleworking: emotions, personal situations, team communication problems, breakdown of traditional culture , Destruction of codes that were in place, lack of loyalty, interpretations and judgments that lead to wrong decisions and the list goes on.
For this reason, it is important that you know how to identify problems in a timely manner, divert and direct them, promote the search for solutions and generate collaborative learning environments so that the insights gained from each topic can be extracted.
Fourth: In this new era, personal and professional congruence will be put to the test. The current leader has to confirm with facts what he thinks, feels and says, as the teams observe this coherence in his attitude much more closely than before. Exceptional people who need this time need to balance their personal and professional lives and be flawless and upright.
Fifth: self-motivation from self-awareness. The way to achieve positive effects and influences on teams is based on a profound self-development of soft skills and competencies that enrich technical knowledge. Intrinsic anabolic steroids are critical to being a dynamo that not only provides itself with the energy needed to handle the waves of transformation, but can also extend it to others.
Some aspects previously seen as superfluous, such as transcendent conversations with the team, shared leisure time, pride in belonging and realizing ideals, dreams and purposes, rewarding people's merits and aligning personal goals with those professional ideals that The motivation of the new era is brought to life.
Another way to develop it is to create psychologically safe environments with trust, appreciation, inclusion, acceptance and impetus for the individual potential and then raise awareness to put it at the service of the team in which everyone learns and receives feedback. This sense of transcendence creates the figure of a “leader, trainer and mentor”, a deep person who creates permanent added value, who is trustworthy and valued by their teams.
From this construction of the new virtual guide with five decisive steps, a new type of driving emerges, friendlier, more respectful, more integrative and more reliable, without losing sight of the results.