Working from home definitely has its advantages, such as giving up our daily commute and spending more time with our families. But it's not all good news as working alone can result in loss of focus and, combined with isolation and feelings of uncertainty about the current situation, can adversely affect our productivity and mental wellbeing.
According to YouGov's UK Happiness Index, the nation's mood has plummeted from 50 per cent to 26 per cent since lockdown began, with a third of adults in the UK struggling to cope. The figure doubles to two-thirds of working from home parents.
The role of the manager of a remote team in these difficult times is unprecedented, so we invited Mark Sharratt, a leadership development consultant, to run an online session for our members providing guidance in managing a productive and psychologically fit team.
Through his work with Dale Carnegie Training over the past 12 years, Mark has been getting the best out of teams, helping individuals achieve and companies to grow. However, says Mark, in challenging times it's not easy. Problems and difficulties can be exacerbated and magnified.
A quick audience poll at the beginning of the webinar indicated that most organisations do not conduct formal surveys about their employees' wellbeing which, Mark says, is critical if you are to understand the mindset of your team.
Mark asked the audience what being engaged and happy in a role meant to them. The response was that being successful means feeling focused, supported and empowered, part of a team, connected with others and with a sense of purpose.
The job of the manager is to create more of these feelings and it's important to know what your remote team is experiencing and feeling. With this in mind, Mark took us through the 4c model, that many of his successful clients are using. This includes the drivers that Mark says are key to managing the performance of your business through these challenging times.
He looked at the essential psychological, neurological and social needs that humans need to perform well.
These are
Cognitive
In times of uncertainty, it is critical that team members understand how they are contributing to the overall goals, objectives and success of the team.
To engage remote teams, managers need to communicate their expectations and vision of the team goals very clearly.
The successful manager's mantra should be 'Communicate, Communicate, Communicate.'
Managers need to understand the challenges remote workers are facing and how family responsibilities and emotional uncertainty can impact communications.
Managers should engage in whatever comms platform works best – Zoom meetings or just picking up the phone.
Capability
There are a lot of barriers to communication when team members are working from home and managers need to be sure they are getting all the information they need.
Managers need to make sure their team also has the skills and resources they need to do the job in their situation at home
Managers need to make themselves available to give team members the management support they need to adapt.
Managers need to help their team feel they have made a capable contribution. If they are overwhelmed they won't switch off and this can eventually affect their emotional and mental wellbeing.
Connection
Humans have a biological need for social connection and need to interact and communicate with their colleagues.
During the current situation, particularly if people are facing furlough or fearing redundancy, they can be on an emotional roller coaster. The same applies if they are overwhelmed by an increased workload.
Team members need to feel valued to work effectively.
The effective manager of a remote team needs feedback on how team members are coping and to gauge their individual emotional states.
Managers need to ensure their team members receive the recognition they need to work effectively. They should take the time to tell them about their qualities and the contribution they are making.
Confidence
Managers need to know how secure their team members feel in the organisation.
Managers should be realistic and transparent in assessing performance but avoid too much negativity as this could create a ripple effect of uncertainty through the team.
Managers should build team members' confidence by giving them a sense of control and autonomy.
Managers should empower team members who have problems by asking questions that will lead to the solution rather than providing it.
Teams should be encouraged to take breaks and time away from their screens. Scheduled downtime can free up headspace and make a huge difference to performance.
Mark wrapped-up the session outlining the WeThrive platform that many of his clients find is a very effective tool for getting the feedback on what is happening with their workforce.
If you are interested in trying the 16-question WFH survey, Mark is offering Women in Transport members free access to the WeThrive tool until the end of August. To find out more click here….
Our sincere thanks to Mark Sharratt for delivering this very informative session for our members.
Annual membership of Women in Transport is £60 per year providing access to monthly events including unique site visits, professional development and networking opportunities. We very much welcome guest blogs from our members - a great way to share the incredible diversity of opportunity in transport, raise your profile and connect with our community.
Follow us @transportwm on Twitter, on Linkedin at Women in Transport and at @transportwmn on Instagram for events, news and updates.