Be adaptable, flexible, and agile.
Andrew Bryant, Self-leadership Author & Thought-Leader
In this episode of Selling In Asia, we sit down with Andrew Bryant to discuss one of the hot topics of the year: leading and managing in 2020 and beyond. During our discussion, we discuss managing remote teams, adapting to the “new normal,” and identifying self-motivation.
2020 had been the year the world went crazy. At least for a few months – but now the lasting impact affects the leading and managing of our now remote or blended teams. Most of everything we knew before has been thrown out the window; it’s changed, and now we’ve got to find new techniques to adapt.
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Here are the top skills needed to lead now and in the future.
Taking Back Control When Leading and Managing
The late Stephen Covey discussed the topic of a circle of influence versus a circle of concern. Many of us are concerned and worried, constantly thinking about trying and fixing things beyond our control.
That’s a recipe for disaster, grief, frustration, and a feeling of powerlessness. Instead, if we focus on what we can control, we’ll feel empowered instead of demotivated.
It all comes down to your mindset. We need to focus on what we can do and ensure we’re doing our best in our current situation. It’s important to understand that life is not a sprint; it’s a marathon, and we must be ready for it.
Leading and Managing With Effective Communication
The leader’s role has to change to manage remotely – every leader is now dealing with a remote, distanced, or distributed workforce. So when we’re talking to each other through a camera, it’s so easy to be transactional. What is this meeting about? What do we want to do? We want to keep it sharp. You want to keep it punchy. You mustn’t waste your team’s time, let alone bore them!
Sure, we’ve got to get a result, but our priorities have changed. We need to be empathetic to the employees who might be juggling five kids in the backroom that they’re trying to keep quiet.
So how do we adapt? We need to be a transformational leader. Your team’s best performance will emerge when they feel supported, valued, and connected to you as a leader.
Remaining Connected
Before the global implications of COVID-19, communication was a whole lot easier. It was dynamic, spontaneous, and impromptu. Quick brainstorming meetings were the norm, but now we have to schedule a Zoom meeting to talk to people. The reality for leaders is that you have to make that extra effort via WhatsApp or Slack.
We need to send them emails. We need to schedule Zoom calls, but we need to check in with our team, not checking on, but checking in and seeing how they’re doing all the time.
To ensure everyone feels comfortable, we need to over-communicate, not under-communicate, when times are uncertain and people don’t know what to do or what will happen. So, we need to focus on giving them more direction and structure – not less.
A Note On Micro-Management
As leaders, we sometimes tend to micromanage. So, how does this work when our new situation forces our teams to work remotely? So, as a leader, you’re forgiven for thinking – what are they working on right now?
An element of trust is involved that’s important for us to avoid micromanaging. As leaders, we should focus on maintaining and implementing our strategy and shared vision. Your team looks to you for direction, guidance, coaching, and vision.
Ask yourself:
- Do they know what they need to do?
- Do they have all the resources available to get the job done?
More than ever, teams need encouragement, support, validation, and a pat on the back for a well-done job. If you worked in an office before, walking by your team, looking at their computer, and seeing what they’re doing was much easier.
So, it’s important to be on the same page and stress that personal responsibility exists. To ensure that each person is responsible for themselves, their ownership, motivation, and clear accountabilities. Set the expectations and follow through. Please don’t micromanage!
Questions & Answers
“What are some tips for some leaders and managers? What do you think they need to be doing?” – Tom Abbott
Firstly, because we are managing remotely. Everybody is now remote or distanced or distributed workforce. I think the situation like this when we’re talking to each other through a camera is it’s so easy to be transactional. What is this meeting about? What do we want to do? We want to keep it sharp. You want to keep it punchy.
Andrew Bryant
“So if you don’t like working from home, change your mindset, get used to it because you might be there for a long time. What do you think, Andrew?” – Tom
There’s two things I pick up from that. Firstly, work from home should be work from anywhere and as that’s where it will be. And the other thing of course is Charles Darwin’s quote, which is, it is not the strongest species that survives, but the most adaptable to change. Exactly. People get that wrong all the time.
Andrew Bryant
More About Andrew Bryant
Global thought leader Andrew Bryant has been transforming individuals and organizations with his Self-Leadership Methodology through coaching, speaking and facilitation for over 20 years.
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