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Saturday, December 10, 2022

What Great Remote Managers Do Differently | HBR

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In a recent study, managers and employees were asked about their experiences leading and being managed remotely to determine what worked and what didn’t.

Nobody foresaw the significant transition to home-based remote work that took place in 2020 with the start of the pandemic. The most noteworthy finding was a small but significant change in how employees thought their bosses should interact with them. They desired managers who were available, involved, and operationally alert without being obtrusive. They want their supervisors to micro-understand their work rather than to micromanage them. Setting goals and clarifying, problem-solving, and checking in and demonstrating compassion are three circumstances where micro-understanding is particularly crucial, according to the author, who also defines it and provides examples of it in action. Not unexpectedly, a Harvard survey conducted early in the epidemic indicated that 41% of leaders struggled to maintain the engagement of their remote team members and that 40% of leaders were unprepared to manage remote personnel. Similar to this, just 40% of employees who worked remotely said they felt supported by their managers.



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