{"id":5095,"date":"2020-05-28T01:37:00","date_gmt":"2020-05-28T01:37:00","guid":{"rendered":"https:\/\/www.talogy.com\/?p=5095"},"modified":"2025-09-18T11:49:50","modified_gmt":"2025-09-18T11:49:50","slug":"so-youre-leading-a-remote-team-during-a-crisis-ask-yourself-these-four-questions","status":"publish","type":"post","link":"https:\/\/talogy.com\/en\/blog\/so-youre-leading-a-remote-team-during-a-crisis-ask-yourself-these-four-questions\/","title":{"rendered":"So, you\u2019re leading a remote team during a crisis. Ask yourself these four questions"},"content":{"rendered":"\n

Leading a team is never\u00a0easy,\u00a0and\u00a0becoming a leader under sudden remote circumstances is its own beast.\u00a0 <\/p>\n\n\n\n

You likely 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\u2019s the case, and you\u2019re not sure how to get a pulse on your team during these crazy times, we have four questions that you should ask yourself.<\/p>\n\n\n\n

1. Is work getting completed on time?<\/h2>\n\n\n\n

\n\nYour natural first instinct during this time may be to micromanage, and that\u2019s normal \u2013 but it\u2019s 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. But 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\u2019t need your virtual shadow hovering over them in order to stay motivated.   \n\n<\/p>\n\n\n\n

2. Have I checked in with all the people that I normally would?  <\/h2>\n\n\n\n

\n\nIt\u2019s tough to be a leader when you can\u2019t see your team. It\u2019s 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 to outline who you would normally communicate with throughout a typical day and recreate those pulse meetings as best you can from an online standpoint. Don\u2019t just clam up and maintain communication with those who proactively reach out \u2013 your less vocal teammates will feel left out.   \n\n<\/p>\n\n\n\n

3. Have I told my team my thoughts lately?  <\/h2>\n\n\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\u2019t mean you need to put on false bravado or make empty promises \u2013 even simply sharing your own acknowledgement of uncertain times can be really comforting to your coworkers. Strong leadership can mean that you share your own vulnerability at work<\/a> in an effort to promote team cohesiveness and togetherness.   \n\n<\/p>\n\n\n\n

4. Am I getting what I need?<\/h2>\n\n\n\n

Ok, so you\u2019ve adjusted your needs for your team, you\u2019ve made sure work is getting done, you\u2019ve 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\u2019t 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 <\/p>\n\n\n\n

Being a good leader is tough, being a good leader during a crisis is even harder. Reflect on your days with a quick check-in and you\u2019ll be more apt to stay on target\u00a0\u2013\u00a0and stay sane.<\/p>\n\n\n\n

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Building resilient organizations<\/h2>\n\n\n\n

As a result of both the Fourth Industrial Revolution and the recent pandemic, change is now constant and relentless.<\/h3>\n\n\n\n

Despite the vast opportunities that change enables, issues like increased stress, burnout, and lower well-being are on the rise – highlighting the undeniable importance of organizational resilience. <\/p>\n\n\n\n

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 organization is its resilient people. <\/p>\n\n\n\n

It has been shown that highly resilient employees are 43% more productive, 47% more engaged at work, and twice as likely to stay at their current organization. <\/p>\n\n\n\n

Download our whitepaper now to find out: \u00a0 <\/p>\n\n\n\n