5 Tips for Managing Remote Teams

Much has been written lately about the benefits and drawbacks of managing remote teams. Some articles tout the increased job satisfaction and improvement in productivity, while others lament the lack of spontaneous in-person conversations and creative brainstorming an office setting can provide.

While the remote worker concept may be a newer phenomenon for healthcare, other industries have been doing this for years. For example, I recall working for a global advertising agency in the early 2000s and collaborating with colleagues in different cities throughout the United States and Canada. While some of the tools in this article were not available at that time, we still found ways to connect and work together across multiple time zones and create a sense of teamwork.

With the technology available to most employers and employees, transitioning to a remote workforce has never been easier. That said, it is not enough to rely on the technology tools and assume that everyone will remain engaged and productive. To successfully manage remote teams requires leaders to be more purposeful in communicating with the team members. Spontaneous interactions are more limited in a remote work environment but can be compensated for by incorporating several key strategies.

Here are five tips that I employ and have found valuable in helping to foster a sense of belonging, create a positive culture, and encourage open communication for remote workers and teams.

Newsletters

Our department sends out department-wide newsletters every-other Friday. These newsletters are usually two pages long and contain announcements, project updates, new employee announcements, shout-outs, and even a personal interests section.

Because the team is not physically together, announcing new team members can help serve as a virtual introduction. Showing their picture, describing their role, and allowing them to write something about themselves (interests, hobbies, background, etc.), is a great way for the team to feel connected and know about staffing changes in the department.

The "shout-out" section can be someone on the team acknowledging another team member or even an email from someone in the organization recognizing someone. When I receive emails from people throughout the organization recognizing something a team member did, it gets included in the newsletter. Everyone appreciates the recognition, and this serves as a great way to highlight accomplishments made by teams or individuals.

Including a personal section can help people connect as well. For example, a few team members own Jeeps and like to ride together on trails. They took a picture together that included their Jeeps and a brief description of their interest. Others took a picture of someplace they traveled and wrote a summary of points of interest.

The newsletter has proven to be a very popular way of fostering a team atmosphere and ensuring that everyone is kept aware of what is happening within the department.

My executive assistant, Jamie Brewer, manages the newsletter almost entirely, and she does an amazing job soliciting content from the team and publishing the newsletter.

Podcast

In an effort to communicate with our team during the pandemic, I started a podcast so the team could hear what was happening throughout the organization, not just within our department. I host the podcast and interview people throughout the organization, and publish it for the IT team. The podcast is typically 30 minutes or less, and content varies with each recording.

Podcasts allow the team to hear from leaders and executives throughout the organization and help keep everyone connected to the larger mission of the health system.

Topics have ranged from hearing from our Chief Nursing Officer during the height of the COVID surge about what nurses are dealing with, learning about our DE&I strategy by talking with the VP of DE&I, hearing about philanthropy opportunities from the Chief Development Officer, and understanding our recruitment and retention strategy by speaking with the Chief Human Resources Officer.

I have found that the podcast episodes are a great way for team members to learn about what is happening throughout the organization. Every leader I have approached has been very willing to spend 30 minutes recording a podcast and sharing relevant topics. In addition, these podcasts are archived, so new employees can listen to previous podcasts and learn about the organization.

Virtual Open Door

I learned about this idea from a CIO colleague of mine, Tom Barnett. He and I were discussing ways to keep our teams engaged during the height of the pandemic. Tom mentioned that he instituted a virtual open door time via Zoom where employees can log in and ask random questions.

Since most employees are now working remotely, I have implemented this to provide dedicated time for team members to "stop by" and ask questions. The attendance at these meetings has been very high. As a result, I've taken this opportunity to spend a few minutes, in the beginning, to provide any relevant updates and then use the rest of the time for questions from the group. The questions from the team have been thoughtful and engaging and range from COVID vaccine questions to holiday party plans.

Recently, I started to invite a few of our senior leaders to join and say a few words to the team. Last month, our CEO joined one session and thanked the team for their hard work and dedication to the organization. He also stayed on for some of the Q&A time and addressed questions from the staff. By allowing a free exchange of questions and thoughts, these meetings can help foster communication and a sense of belonging in a virtual setting.

Unscheduled Phone Calls

While the staff was in the office, I would make time to walk around and interact with team members across all the teams and locations. Now that most team members are remote, I have blocked off my calendar to call various team members and check in with them randomly. These meetings are not scheduled but are impromptu discussions.

I try and take notes and capture any follow-up items that I need to do. I then follow-up with the employee via email, thanking them for their time and letting them know about any follow-up items discussed on the call.

I have found it is vital to encourage everyone to be candid and ask them what I can do to help them be successful.

While this is not a new or novel concept, I have utilized these calls to understand better what is happening throughout the department. It does not take a lot of time to make these phone calls, and the payoff is worth the time spent.

Virtual Town Halls

Unlike the virtual open door sessions, these are highly structured meetings and include a published agenda. These meetings start by highlighting the team's accomplishments since the last town hall, welcoming new team members, and acknowledging any special recognitions by an individual or group.

Once the accomplishments are complete, I usually like to focus on two or three topics. Some of these may be project updates, IT roadmap discussions, or initiates within the department.

These meetings present an excellent opportunity for team members to speak and share what they are working on. Except for the beginning and the end of the meeting, I try and have other scheduled speakers discuss the topics on the agenda.

By asking other individuals to present, it can help promote a sense of ownership and pride for a specific project or initiative.

While none of these five things may be radical, together, they can help promote a sense of team belonging and a culture of inclusivity. As leaders who manage a remote workforce, it is even more important that we lean in and be more purposeful in communicating with our teams. The pandemic has created a remote worker movement that is here to stay. We as leaders need to adjust our leadership tactics and communication preferences to ensure our teams remain engaged and have the tools they need to be successful.