Page 27 - Leading and managing people in the new normal

4 Managing remote and dispersed teams

4.1 Productivity - What does it look like in a changing world? (section under development)
4.2 Managing remote and dispersed teams (section under development)

4.3 MS Teams best practice and etiquette (section under development)
4.4 Managing and building performance (section under development)
4.5 Having difficult conversations (section under development)

4.6 Adapting your management style: situational leadership(section under development)
4.7 Using different technologies effectively

Overview

Effective remote work programs require more than just giving employees laptops, remote and email access, and
then allowing them to work from home. Remote work can be challenged by a lack of trust, when managers are not
equipped to deal with employees they cannot see. Stereotypes and assumptions about what work can or can't be
done remotely can undermine the effectiveness or success of remote and dispersed teams. Employees who are
unprepared and underequipped to handle remote work demands can suffer burnout, frustration and lost
productivity. Often organisations underestimate the magnitude of the infrastructure changes needed to support
effective remote work at scale.

As a manager you will have a degree of control over some of these challenges. For instance you can reflect on your
assumptions about remote work and productivity and how you can support a remote and dispersed team. You also
have control over what remote access you allow your team to have, within budgetary, availability and asset
renewal constraints off course. Fortunately, our digital transformation to Office 365 has provided managers and
employees with an invaluable platform for flexible and remote work.

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