{"id":25515,"date":"2022-03-09T15:13:59","date_gmt":"2022-03-09T15:13:59","guid":{"rendered":"https:\/\/www.talogy.com\/so-youre-leading-a-remote-team-during-a-crisis-ask-yourself-these-four-questions-2\/"},"modified":"2025-09-22T07:38:23","modified_gmt":"2025-09-22T07:38:23","slug":"so-youre-leading-a-remote-team-during-a-crisis-ask-yourself-these-four-questions-2","status":"publish","type":"post","link":"https:\/\/talogy.com\/en-ae\/blog\/so-youre-leading-a-remote-team-during-a-crisis-ask-yourself-these-four-questions-2\/","title":{"rendered":"So, you\u2019re leading a remote team during a crisis. Ask yourself these four questions"},"content":{"rendered":"\nLeading a team is never\u00a0easy,\u00a0and\u00a0becoming a leader under sudden remote circumstances is its own beast.\u00a0\n\nYou probably did not have time to receive training, learn best practices, or take\u00a0any time at all to reflect on how your approach should be adapted for a virtual workplace.\u00a0If that’s the case, and you’re not sure how to get a feeling for your team during these crazy times, we have four questions that you should ask yourself.\n\n\n\n

1. Is work getting completed on time?<\/h4>\n\n\n\nYour natural first instinct during this time may be to micromanage, and that’s normal\u00a0\u2013\u00a0but it’s not effective. During times of uncertainty or a loss of control over the familiar, people naturally tend to overcorrect with the things that are still in their control.\u00a0But all this does is move your stress around, and micromanaging passes that loss of control onto your team. Instead of tightening the reins and checking in multiple times a day about due dates and progress, take a step back. Is work getting completed on time? If so, then your team is proving that they don’t need your virtual shadow hovering over them in order to stay motivated.\u00a0\u00a0\u00a0\n\n\n\n

2. Have I talked with all the people that I normally would? \u00a0<\/h4>\n\n\n\nIt’s tough to be a leader when you can’t see your team. It’s a lot easier to monitor progress and nip issues in the bud when you have close physical proximity and consistent casual contact throughout the day. In the absence of these comforts, try\u00a0to\u00a0outline whom you would normally communicate with throughout a typical day and recreate those regular meetings as best you can from an online standpoint. Don’t just clam up and maintain communication with those who proactively reach out\u00a0\u2013\u00a0your\u00a0less\u00a0vocal teammates will feel left out.\u00a0\u00a0\u00a0\n\n\n\n

3. Have I told my team my thoughts lately? \u00a0<\/h4>\n\n\n\nEveryone is looking for strong leadership right now. You might not feel particularly sure of the future, but your job as a leader is to be there for your team. This doesn’t mean you need to put on false bravado or make empty promises\u00a0\u2013\u00a0even simply sharing your own acknowledgement of\u00a0uncertain times can be really comforting to your colleagues. Strong leadership can mean that you share your own vulnerability\u00a0in an effort to\u00a0promote team cohesiveness and togetherness.\u00a0\u00a0\u00a0\n\n\n\n

4 Am I getting what\u00a0I need?<\/h4>\n\n\n\nOK, so you’ve adjusted your needs for your team, you’ve made sure work is getting done, you’ve done everything a good leader should do during a time of major change\u00a0\u2013\u00a0so, how are\u00a0you\u00a0doing? Are you feeling uncertain about your own path or unclear on metrics? Think of your leadership abilities as a bank: you can’t keep making withdrawals without depositing something back in. Make sure you are reaching out to your leader or mentor and recharging\u00a0and getting guidance\u00a0as needed.\u00a0\n\nBeing a good leader is tough, being a good leader during a crisis is even harder. Reflect on your days with a quick review and you’ll be more apt to stay on target\u00a0\u2013\u00a0and stay sane.\u00a0\n\n\n\n
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Building resilient organisations<\/h4>\n\n\n\n

As a result of both the Fourth Industrial Revolution and the recent pandemic, change is now constant and relentless.<\/h5>\n\n\n\nDespite the vast opportunities that change enables, issues like increased stress, burnout, and lower well-being are on the rise – highlighting the undeniable importance of organisational resilience. To survive and thrive now, it is essential for leaders to build their resilience to be able to respond to change well and recover from setbacks. As they learn this, they then directly impact the resilience of their teams since the most critical ingredient for a resilient organisation is its resilient people. It has been shown that highly resilient employees are 43% more productive, 47% more engaged at work, and twice as likely to stay in their current organisation. Download our white paper now to find out: \u00a0\n\n\n\n