How to Effectively Lead Remote Teams. Part 9: Cost Effective Ways to Up Skill Your People.

How to Effectively Lead Remote Teams. Part 9: Cost Effective Ways to Up Skill Your People.

 

In a study conducted in 2014, it was found that:

A staggering 75% of Australian employees said their workplaces need better managers and better leaders. 

 

75%!!   In this new COVID 19 world we’re dealing with right now, we really need better leaders and better managers to navigate these unprecedented times.

 

As John Maxwell says, “Everything rises and falls on leadership”.

 

Organisations, businesses, and teams have never been under so much pressure to adapt and survive and this situation has been exacerbated by the necessity to have their people working remotely from home and all the extra challenges this brings along with it.

 

There has never been a more important time in recent history to train and equip your people to be more effective in their roles.  This is the time, to grow the leadership potential of your people to help you lead the business, organisation or team you lead with greater effectiveness.  This is the time like never before to raise the performance capability of your key people.  Your people to bring their A-game, working in isolation.

 

This is not the time to pull back on training and upskilling your key people.

 

A recent article in Forbes Magazine, beautifully outlined some in-house solutions for training and upskilling your remote people and teams, that are seriously worth your consideration. It gives you some really practical things you can do in-house, for little cost.

 

There are also many cost-effective online courses and programs available to businesses and organisations which your remote people can easily access and participate in.  To ensure what people learn gets implemented, have them report their key learnings to the team, via a Zoom call.  If the team is participating in the program together, have them discuss this all together and then strategise how to adopt what they’ve learned into the business, team, or organisation.

 

A particular favourite of mine is my new program, the Leading4Growth Online Leadership Development Program. This online program was developed to help business owners, CEO’s, coaches, and anyone who leads teams and their key people to equip them to raise their effectiveness, leading teams.

 

The 8 key strategies covered in the first 12 months of this program will stimulate and agitate your thinking in relation to what you must do to lead teams, remote or otherwise more, effectively.

 

The timing of the COVID19 pandemic crisis with the launch of Leading4Growth, I believe will impact your leadership and see you leading for growth during these unprecedented times.

 

 

Where do you need to grow?

 

How are you growing your people in isolation?

 

What do you need to do to make this happen?

 

Are you prepared to invest in yourself and the key people you surround yourself with?

 

 

This brings the series, “How to Effectively Lead Your Remote Team” to a close.

 

I truly hope that this 9-step process has sparked thoughts and ideas you can immediately implement into your team and business you lead remotely to grow the effectiveness of your people.

 

If you have any questions, please email me at peter@leadershipdynamics.com.au or join our Facebook Page and message me or post a question to the group.

 

I hope you and your loved ones stay safe and healthy.

 

Take good care and keep climbing.

 

Peter.

 

Here are the links to the other blogs in this “How to Effectively Lead Your Remote Team” series:

Part 1: How to Ensure Your People Stay Focussed on the Vision

Part 2: Setting Clear Expectations and Driving Accountability to Them

Part 3: Growing and Transferring Trust

Part 4: Caring Where Your People Are Emotionally

Part 5: Harnessing the Power of One on Ones

Part 6: Powerful Communication – the What, How and When

Part 7: Finding Your Untapped Leaders

Part 8: How to Super-Charge Your Team

 

 

If you’d like to follow the Leadership Dynamics Facebook Page, my team and I are organising some online events to thrash out issues like leading your teams remotely, in more detail.  Stay tuned.  Click here for the link to my Leadership Dynamics Page.

 

 

I’ve been leading remote teams globally since 1994.  In one of my businesses, I now have remote teams in 28 countries, with a sales force of 15,000, in 12 languages. I’m also the Founder of Leadership Dynamics Australia which provides leadership strategies for SME’s and professional sporting organisations in Australia since 2003.  I’ve implemented the strategies outlined in this blog series, ‘How to Effectively Lead Remote Teams”, since 1994 to great effect.

 

How to Effectively Lead Remote Teams. Part 8: How to Super Charge Your Team.

How to Effectively Lead Remote Teams. Part 8: How to Super Charge Your Team.

 

“What gets recognised and rewarded gets done”.

 

It’s vital that when you lead people and lead teams, you recognise, reward and celebrate the achievements, successes and milestones that occur within your business, team, or organisation as it super-charges your people to greater performance.

 

Right now more than ever in this global crisis, with many businesses now having a remote workforce working in isolation at home, not having the comradery and everyday buzz and collaboration of the office environment, it’s critical that business owners or leaders, prioritise the time to recognise the achievements of their people to:

 

  1. Lift the morale emotionally of the team you lead (Where are they on the Emotional Guidance Scale by Abraham and Hicks?)
  2. Keep their people focussed on the right priorities.
  3. Drive accountability to do the things their people said they’d do.
  4. Grow the effectiveness of individuals
  5. Empower and build the heart and spirit of your people working remotely in isolation as they know how much you value them and see what they do for you. This leads to building a winning team culture.
  6. Showcase the talents of remote individuals to their remote team members, so everyone recognises and values the contribution each person is making to achieve the vision. This builds unity.
  7. Encourage current under-performers to raise their level of performance.

 

 

There are many things you could do to recognise and reward your people – and it obviously all depends on the achievement and person itself, but here are a few ideas that might spark an idea of your own:

 

  1. Publicly recognise an achievement in a weekly team Zoom meeting.

 

  1. Personally call and thank the person(s) on a job well done and say why you value them.

 

  1. Send a personalised video message to your business/company/team thanking them for an outstanding job.

 

  1. Send a reward via courier/the mail to the person/people involved.

 

  1. Have a Zoom celebration party with your team to celebrate a milestone. You could even send them a “celebration” pack via courier to consume during the online party.

 

  1. Reward team members with a subscription to an online learning platform to grow their skills, particularly while they have extra time on their hands in isolation to educate themselves and stimulate their thinking.

 

 

What are you doing to recognise and reward your people working in isolation?

 

 

If you have any questions, please email me at peter@leadershipdynamics.com.au or join our Facebook Page and message me or post a question to the group, or if you’ve come up with inventive ways to reward your remote team, I’d really like to hear about it.

 

I hope you and your loved ones are safe and healthy.

 

Take care and keep climbing.

 

Peter.

 

Here are the links to the other blogs in this “How to Effectively Lead Your Remote Team” series:

Part 1: How to Ensure Your People Stay Focussed on the Vision

Part 2: Setting Clear Expectations and Driving Accountability to Them

Part 3: Growing and Transferring Trust

Part 4: Caring Where Your People Are Emotionally

Part 5: Harnessing the Power of One on Ones

Part 6: Powerful Communication – the What, How and When

Part 7: Finding Your Untapped Leaders

 

If you’d like to follow the Leadership Dynamics Facebook Page, my team and I are organising some online events to thrash out issues like leading your teams remotely, in more detail.  Stay tuned.  Click here for the link to my Leadership Dynamics Page.

 

I’ve been leading remote teams globally since 1994.  In one of my businesses, I now have remote teams in 28 countries, with a sales force of 15,000, in 12 languages. I’m also the Founder of Leadership Dynamics Australia which provides leadership strategies for SME’s and professional sporting organisations in Australia since 2003.  I’ve used the strategies outlined in this blog series, “How to Effectively Lead Remote Teams” since 1994 to great effect.

How to Effectively Lead Remote Teams. Part 7: Finding Your Untapped Leaders

How to Effectively Lead Remote Teams. Part 7: Finding Your Untapped Leaders

You could have a valuable untapped resource right now, sitting in plain sight in your business or organisation –  resource that you could utilise to assist you in navigating your remote team through these tricky and turbulent COVID19 times and beyond.

 

No doubt you’re trying to pivot your business, team, or organisation to ensure your survival, in addition to your people working remotely – there are suddenly many extra pressures and responsibilities sitting on your shoulders as a leader to deliver a high performance.

 

If you’ve been reading my blogs in this series, “How to Effectively Lead Remote Teams, you’ll know that leading remote teams takes specific and deliberate behaviours to enable high performance working in isolation, so my question to you is – do you have members of your remote team who you have not yet realised or utilised their leadership capabilities or potential – potential leaders who could assist you in driving the vision and key objectives, who could assist you in empowering their team members, who could be an extra pair of eyes and ears observing your key people to ensure everyone is ok in lockdown, who could help you drive a winning culture in remoteness for example?

 

There’s a simple and very effective tool you can use to find your potential leaders – Florence Littauer’s Personality Profiling test, contained in her book, “Personality Plus”.

 

I’ve been using this highly powerful tool in all my businesses and those of my clients since 1992, and my clients will attest to how effective it is in understanding your people, ensuring you have the right people in the right roles, and discovering emerging leaders with untapped leadership potential.  It is a game-changer.

 

There are 4 personalities Florence outlines and each person in your team is usually a combination of 2 – 3 of these:

 

The powerful Choleric – they’re an extrovert, a doer, and an optimist.

The popular Sanguine – they’re an extrovert, a talker, and an optimist.

The perfect Melancholy – the introvert, the thinker, the pessimist.

The peaceful Phlegmatic – the introvert, the watcher, the pessimist.

 

Each of these personalities has their own strengths that you can utilise in the team or business, and also weaknesses you need to be aware of. Each of these different personalities responds to situations differently, which is extremely important to know as a leader in these difficult times right now. Some of your remote people will need more leadership and care from you than others, simply because that’s how they’re wired, while other team members will thrive on adversity, love change and are good with people, so they could be a good candidate to help you lead your business, team or organisation through this crisis.   The more you understand the different types of personalities that exist within your team, you will gain greater wisdom of to not only how to lead them more effectively but also how you can best utilise their strengths to drive high performance.

 

 

Do you know the leadership capabilities of all your people?

 

Do you think there could be untapped potential in some of them?

 

Would utilising the untapped leadership potential in your people be of great value to you, assisting you to lead your remote team?

 

Have you read Florence Littauer’s book, “Personality Plus”? 

 

Do you understand the difference between the 4 different personality types as outlined by Florence – Choleric, Melancholy, Phlegmatic, and Sanguine?

 

 

I read Florence’s book for the first time in 1990. It had a profound effect on my life and my wife’s life because we were close to getting divorced.  It took the scales off our eyes and we understood for the first time what our own personality strengths and personality weaknesses were.  We understood what our partners’ personality was and gave us strategies for us to be able to unify and align within our own relationship and today some 30 years later, we’re still married.  33 years together, with 2 sons, 25 and 23.  If it wasn’t for this book, there would have been no way we could have maintained our own relationship, nor develop the unity and harmony within our lives and in our businesses.

 

I took the principles of “Personality Plus” and deliberately bought them into my own business life, into my client’s lives, and into professional sport, with great success. Without understanding people, which starts with understanding yourself, you won’t be able to effectively lead teams, remote or otherwise.

 

If you haven’t read this simple personality profiling book, can I recommend that you do, and you do the profiling test in the back of the book – and get your partner to do it too.  It will give you great insight into and understanding of yourself and the people you surround yourself with, allowing you to lead your remote team more effectively because different personalities require to be led differently with a different communication process.

 

With team members, working in isolation, it is a game-changer if you understand the different personalities of the remote team that currently surround you.

 

If you have any questions, please email me at peter@leadershipdynamics.com.au or join our Facebook Page and message me or post a question to the group.

 

I hope you and your loved ones are safe and healthy.

 

Take care and keep climbing.

 

Peter.

 

Here are the links to the other blogs in this “How to Effectively Lead Your Remote Team” series:

Part 1: How to Ensure Your People Stay Focussed on the Vision

Part 2: Setting Clear Expectations and Driving Accountability to Them

Part 3: Growing and Transferring Trust

Part 4: Caring Where Your People Are Emotionally

Part 5: Harnessing the Power of One on Ones

Part 6: Powerful Communication – the What, How and When

 

If you’d like to follow the Leadership Dynamics Facebook Page, my team and I are organising some online events to thrash out issues like leading your teams remotely, in more detail.  Stay tuned.  Click here for the link to my Leadership Dynamics Page.

 

I’ve been leading remote teams globally since 1994.  In one of my businesses, I now have remote teams in 28 countries, with a sales force of 15,000, in 12 languages. I’m also the Founder of Leadership Dynamics Australia which provides leadership strategies for SME’s and professional sporting organisations in Australia since 2003.  I’ve used the strategies outlined in this blog series, “How to Effectively Lead Remote Teams” since 1994 to great effect.

 

 

How to Effectively Lead Remote Teams. Part 6: Powerful Communication – the What, How and When

How to Effectively Lead Remote Teams. Part 6: Powerful Communication – the What, How and When

 

There’s A LOT of communication going on in the world right now, and it’s mostly negative and fear-provoking communication, and it has de-railed even some of the strongest among us.  

 

Every day you only have to turn on the news or check your social media feeds to see that the whole world is constantly focusing on COVID19 right now, and rightly so. However, if you’re a business owner or organisation, your people, who most likely are working remotely (and for the first time), are highly likely to be struggling with this bombardment of negative communication and fixation on COVID19 and all that it has brought with it, and it’s affecting their morale and effectiveness to deliver.  How can it not?

 

Leadership is a responsibility – CEO’s, business owners, coaches, team leaders, department heads and the like – need to be ensuring they are communicating clearly, regularly and effectively to their remote people and teams. They need to ensure that their message is the one that is resonating most powerfully with their people, that it’s constantly cutting through and drowning out the noise of this COVID 19 crisis.

 

In this series of “How to Successfully Lead Your Remote Team”, I’ve already covered some highly effective strategies to keep your remote team focussed on the vision, why and how to set clear expectations for your remote team and how to grow and transfer trust to your remote people and in these blogs, I touched on how to effectively communicate and execute them.  In this blog, I want to outline the other forms of communication that are essential to ensure you maximise the performance of your remote people, particularly through this challenging time we’re all dealing with.  As I have shared before, leading remote teams requires some different and deliberate behaviours and strategies compared to an in-office environment due to the lack of normal and free-flowing communication and interaction in a daily office environment.

 

  1. Weekly Team Meeting

Firstly, you need a minimum weekly team or divisional Zoom meeting for each of the team members to communicate to their peers what their main objectives are for that week and what support they need from other team members who are working remotely to strengthen unity, teamwork, and collaboration.  This is particularly helpful if you have team members who aren’t naturally inclined or confident to make contact with other team members on their own and it’s useful for each team member to plan their week.

 

  1. Weekly One on Ones with Your Direct Reports

There needs to be a minimum weekly Zoom meeting with each of your direct reports as the business owner or leader of that team.  This is essential to grow accountability and respect and to ensure there is regular face to face human contact, alignment to key objectives and the vision, and to answer any questions they have or help solve any issues they’re facing for example.  The regular “face to face” Zoom contact ensures your people working remotely stay focussed on the right priorities, despite what’s going on around them.  It also shows that you care about them, which right now, is needed in spades, with people being isolated in lockdown at home.

 

  1. Monthly Business Owner/CEO/Team Leader Message

The business owner/CEO/team leader needs to communicate through video, on a monthly basis, where the business and team are at, working remotely.  Transparency is key for building trust and confidence in your people (critical for high performance from your team) and this type of communication also grows accountability and responsibility to the team to keep delivering the vision, day in and day out, in often difficult and trying circumstances at home.

 

It’s also critical that the business owner/CEO/team leader publicly recognises the high performance of team members to empower individuals and unite the team and to grow a hunger remotely to want to be recognised by the most influential leader in front of the rest of the team.

 

  1. A Live Zoom Quarterly Presentation from Each Key Team Member

Each quarter, each of your key team leaders needs to give a presentation to the chain of command via Zoom, presenting on what has happened in the last quarter, what the key objectives are for the next quarter, what problems need to be resolved and what ideas they have to grow the business.  This helps to keep everyone “ON” the business as it forces them to take time to strategically think through the issues and plan and strategise on how to move forward.

 

  1. A Quarterly Business Review by the CEO/Business Owner

A quarterly review of how the business is tracking to achieve the vision must come from the CEO or business owner in a live Zoom meeting with the entire business, company or organisation. It’s important to bring the whole business, company or organisation together to mark their progress on this business milestone, especially while everyone is working in isolation. Celebrate the wins and encourage and plan for where extra effort is needed to accomplish the vision.

 

The 5 communication strategies above are my key areas for communicating with remote teams. Obviously, you might need to tailor these to the needs of your business or organisation, however, they give you a guideline from which to work from. 

 

Can I encourage you to set some time aside to plan and prioritise in your calendar the communication events which need to occur with your remote people and teams as deliberate, regular communication is vital to ensure the high performance of your people in isolation.  Your communication must cut through the COVID 19 noise. 

 

Overall, your communication must unite, instil hope, be a constant source of encouragement and keep your people focussed on the right priorities to achieve the vision.

 

 

If you have any questions, please email me at peter@leadershipdynamics.com.au or join our Facebook Page and message me or post a question to the group.

 

I hope you and your loved ones are safe and healthy.

 

Take care and keep climbing.

Peter.

 

If you’d like to follow the Leadership Dynamics Facebook Page, my team and I are organising some online events to thrash out issues like, leading your teams remotely, in more detail.  Stay tuned.  Click here for the link to my Leadership Dynamics Page.

 

I’ve been leading remote teams globally since 1994.  In one of my businesses, I now have remote teams in 28 countries, with a sales force of 15,000, in 12 languages. I’m also the Founder of Leadership Dynamics Australia which provides leadership strategies for SME’s and professional sporting organisations in Australia since 2003.  I’ve implemented the strategies outlined in this blog series, ‘How to Successfully Lead Remote Teams”, since 1994 to great effect.

How to Effectively Lead Remote Teams. Part 5: Harnessing the Power of One On Ones

How to Effectively Lead Remote Teams. Part 5: Harnessing the Power of One On Ones

 

One on one communication – there’s never been a time in recent history than right now for leaders to ensure they’re deliberately taking regular time to communicate with their key people one on one.  

All great organisations, businesses, and teams are built upon one on one communication.

As you know, the COVID19 pandemic has thrust the world into chaos and uncertainty. Leaders and their people are having to rapidly grapple with not only how to pivot their business or company to ensure their survival but are also needing to focus their attention on the massive changes to their home front. Not only are their people working in isolation from team members and the office environment at home, but also in many cases they’re homeschooling their kids, with or without a partner, who are going a little stir crazy due to all the COVID19 restrictions forced upon them. Plus add to this all the anxiety and worry many are feeling with this crisis situation – homes of employees right now can often be a hotbed of emotions and noise – emotions and noise that are a major distraction to them working effectively at home in isolation.

Crystal-clear communication from leaders is like oxygen right now for businesses and teams and the most powerful way for leaders to effectively communicate through the noise of COVID19 is one on one communication.

If you’ve been following this blog series, “How to Effectively Lead Remote Teams”, I’ve touched on communication techniques so far and will continue to do so in upcoming blogs, but I want to single out one on one communication in particular as it’s the most effective leadership strategy I utilise to drive high performance from people and teams.

All my clients have found the one on one process to be a valuable and positive experience.

The greatest challenge with the one on one process is that you must take the time to make it happen. To build a successful organisation, you build it one on one.

I believe this blog will stimulate and agitate you to think deeply about just how important and effective they can be in your organisation as a leadership strategy, particularly when it comes to leading your remote team during this crisis.

A One On One is as the name implies – it’s spending one on one time with each of the key members of your team. Since 2003 when Leadership Dynamics launched, I’ve done 17,000 plus one on ones in my businesses and for my clients, and it leads to staggering growth both in the people I lead and ultimately the bottom line as a result of the growth of individuals who become more effective in their roles.  It also strengthens the relationship in the chain of command.

When you grow people, you will grow your team and your organisation. 

The product is not the product; the product is your people.  When you truly appreciate this, then you’ll really maximise the performance of your people and accomplish the vision you have for your business.

Have you established a one on one process?

How good are you at connecting one on one?

How many one on one’s do you do a month with your key leaders?

How many one on one’s do you do a month with your emerging leaders?


The Benefits of the One On One Process
I’m so convicted about the one on one process – there are so many benefits when you take the time to speak one on one with your key people and have a face to face meeting and have an open and honest discussion (trust builds over time the more you do one on ones).  Below are my key benefits of the one on one process.  

The One on One process:
1.     Maximises the communication channel between the chain of command and their key people.
2.     Enables you to clearly implant your vision in each individual – aligns the team to achieve it.
3.     Allows you to set clear and concise expectations of what you expect as the leader
4.     Drives the purpose and values of the organisation. 
5.     Provides you with vital information about individuals that you may not have been aware of in relation to their Emotional Scale (have a read of my last blog in this series for more information about this.) and allows you to move help move them up on the scale, building their heart and spirit.
6.     Allows the leader the opportunity to utilise their influence to drive the right behaviours and thinking to achieve more effective results.
7.     Empowers individuals when you praise and affirm to them about what they are doing right – grows belief, actions and trust in you as the leader.
8.     Builds endurance, through support from the leader.
9.     Grows courage in individuals
10.   Grows desire to be an effective team member and to grow as an individual.
11.   Increases the level of commitment from individuals to accept the responsibility they’ve been given.
12.  Creates deliberate and focussed thinking when you develop goals and strategies with each key individual. 
13.  Drives the accountability of team members to do what they committed to doing.
14.  Grows trust between the leader and the individual over time (the longer the process continues, the more trust is built. Trust fuels a greater performance.).
15.  Grows respect to you as the leader and from you back to the team member.
16.  Grows loyalty to you as the leader and back to the team member.
17.  Grows your influence as the leader.
18. Grows unity within your team – unifies behaviours and thinking and identifies and deals with any potential issues, reducing conflict.
19.  Allows the leader to determine who’s really committed and who isn’t.
20.  Identifies emerging leaders.
21.  Identifies non-leaders.

Where could the One On One process be of particular benefit to you right now?

Who do you need to schedule one on one time with formally?


As you can see from the list above, deliberate face to face, one on one communication contact is vital for any organisation, business and team, though right now, in this crisis and leading remote teams, it’s beyond vital. Communications such as emails, texts and group Zoom meetings, while good and important, as I’ll cover in the next blog, won’t be sufficient to ensure effective communication to achieve the results you want to achieve. 

Your people working in isolation, in lockdown, without regular and deliberate one on one communication from their leader will lead to them feeling detached, unheard, uncared-for and alone, which hinders an effective performance for you. 

“No one cares how much you know until they know how much you care”.
US President, Theodore Roosevelt.


The One On One process is a serious leadership strategy to power high performance from your team – I don’t believe there is a more effective way to lead your team. However, for it to really be effective, there are some key factors that you must put into place.  


An Effective One on One Process
1. The One on One process must have formality:
·       It must be scheduled, and it must be prioritised by both parties.
·       As the leader, take notes that are then formally typed up and sent to the individual to read and work on and draw encouragement from until your next meeting.  This increases accountability and respect within that individual.

2. The One On One process must have a disciplined rhythm – I find a monthly rhythm is best – with each individual prioritising it in their calendar.  A regular rhythm is important to build momentum – momentum is key to building a successful organisation. 

Does your one on one process have formality?

Does your one on one process have a disciplined rhythm?


If you’ve been reading my blogs over the years, you’ll know I constantly affirm the immense benefit of the one on one process. 

Can I encourage you to seriously take some time to consider carving out some time for you, (and if applicable, your remote key leaders), to make regular and deliberate one on one communication with your remote key people?


If you have any questions, please email me at peter@leadershipdynamics.com.au or join our Facebook Page and message me or post a question to the group.

I hope you and your loved ones are safe and healthy.

Take care and keep climbing.

Peter.


Here are the links to the other blogs in this “How to Successfully Lead Your Remote Team” series:
Part 1: How to Ensure Your People Stay Focussed on the Vision
Part 2: Setting Clear Expectations and Driving Accountability to Them
Part 3: Growing and Transferring Trust
Part 4: Caring Where Your People Are on the Emotional Guidance Scale


If you’d like to follow the Leadership Dynamics Facebook Page, my team and I are organising some online events to thrash out issues like leading your teams remotely, in more detail.  Stay tuned. Click here for the link to my Leadership Dynamics Page.

I’ve been leading remote teams globally since 1994. In one of my businesses, I now have remote teams in 28 countries, with a sales force of 15,000, in 12 languages. I’m also the Founder of Leadership Dynamics Australia which provides leadership strategies for SME’s and professional sporting organisations in Australia since 2003.  I’ve used the strategies outlined in this blog series, “How to Effectively Lead Remote Teams” since 1994 to great effect.

How to Effectively Lead Remote Teams. Part 4: Caring Where Your People are Emotionally

How to Effectively Lead Remote Teams. Part 4: Caring Where Your People are Emotionally

 

“Nobody cares how much you know until they know how much you care”
President of the United States, Theodore Roosevelt.

 

In this blog we’ll cover:

1. Why it’s important you know where your team is emotionally, particularly when working remotely.

2. How to discover where your people are on the Emotional Guidance Scale.

 

Right now, in this very challenging time we find ourselves in, many businesses are now leading remote teams – teams physically isolated from their leader and team members. This presents a vast array of new challenges the team needs to address and overcome with deliberate strategies and deliberate behaviours and this blog series, “How to Effectively Lead Remote Teams”, is dedicated to sharing strategies for many of these.

 

In this blog, I want to highlight the critical importance of not only knowing but actually caring where your people are on the Emotional Guidance Scale (Abraham and Hicks), particularly when they’re now working remotely, in isolation.

 

As you know, to influence your people to follow you as the leader and follow you with their whole heart, you must first prove to them that they’re not simply a cog in a wheel or a name on an organisational chart that’s easily replaced tomorrow. You’re only a leader when you have people following you, and you need people working beside you to do anything great in this world.  A simple and effective tool for ascertaining how your people are truly feeling is the Emotional Guidance Scale by Abraham and Hicks.

 

Leadership is a responsibility. You’re called a leader because you’re leading people and your (remote) people, are a bundle of different emotions, and every day your team members can move up and down on the Emotional Guidance Scale because it’s called life. The COVID19 pandemic has certainly sent us all sideways.

 

There are 22 different levels of emotions on the guidance scale (see diagram below) starting with fear/grief/desperation/despair at the bottom and then the scale moves up through a range of lessening negative emotions – hatred, anger, worry, overwhelmed into more positive emotions – hopefulness, positive expectation, passion, and joy.

Right now, in the grave challenges that 2020 has thrust upon us so far, your remote people are moving up and down the Emotional Guidance scale due to living in isolation, locked down.  If you have a team member in the wrong area of the Emotional Guidance Scale, it leads to disharmony and disunity.  This can then lead to a serious breakdown of communication and trust due to the issues they are dealing with on a daily basis in isolation, so you need to know this and know why they are where they are. This enables you to care for that team member, and if possible, help lead them through it or address the problem causing them grief – particularly if it’s something or someone inside your own business, organisation or team.

 

Just showing you care how they are will have a powerful effect on your team member and your working relationship with them and the team – it will build trust, and this will ultimately lead to a greater sense of loyalty to you.

 

Effective leaders leave no doubt with the team they lead that they are sold out to them and genuinely care about each individual and where they are on the Emotional Guidance Scale.

 

What level are you at on the Emotional Guidance Scale?


What level are your key people on the Emotional Guidance Scale?

 

 

Discovering where your people are on the Emotional Guidance Scale

The way you discover where your remote people are on the scale is by you spending one on one time with them via Zoom. Nothing beats face to face communication so you can read them properly and, thankfully we have the technology to assist us right now.

 

This has to be a deliberate behaviour of the leader, particularly at this time when team members are removed from one another and you don’t have the benefit of picking up on the “vibe” of a person, in an in-office environment.

 

Most people won’t readily volunteer the information that they’re not in a good place or having a hard time – they present a happy, shiny and rosy veneer on the outside, while inside they’re crumbling.

 

This is not good for them and it’s not good for the team.  It leads to ineffectiveness and weak links, which affect the rest of the team.

 

I want to challenge you to really ask yourself, do you truly know where your team is emotionally and what can you do to empower them so they can rise on the Emotional Guidance Scale.

 

To build a successful organisation, you build it one on one, and there’s never been a more important time in recent history to connect one on one with your remote people.

 

Who do you need to schedule one on one time with?

 

I trust this blog has stimulated your thinking. If you have any questions, please email me at peter@leadershipdynamics.com.au or join our Facebook Page and message me or post a question to the group.

 

I hope you and your loved ones are safe and healthy.

 

Take care and keep climbing.

 

Peter.

 

Here are the links to the other blogs in this “How to Effectively Lead Your Remote Team” series:

Part 1: How to Ensure Your People Stay Focussed on the Vision

Part 2: Setting Clear Expectations and Driving Accountability to Them

Part 3: Growing and Transferring Trust

 

 

If you’d like to follow the Leadership Dynamics Facebook Page, my team and I are organising some online events to thrash out issues like leading your teams remotely, in more detail.  Stay tuned.  Click here for the link to my Leadership Dynamics Page.

 

I’ve been leading remote teams globally since 1994.  In one of my businesses, I now have remote teams in 28 countries, with a sales force of 15,000, in 12 languages. I’m also the Founder of Leadership Dynamics Australia which provides leadership strategies for SME’s and professional sporting organisations in Australia since 2003.  I’ve implemented the strategies outlined in this blog series, ‘How to Successfully Lead Remote Teams”, since 1994 to great effect.