The virtual world is changing the way we think about work. We need a new mindset to motivate and maximise the potential of virtual teams. The pandemic has flushed out that for decades we have been underperforming on the basics of management. While we could point to many examples of leadership done well, it is now clear we largely glossed over a culture of management mediocrity, especially in the middle ranks. It is the behaviour of the line manager which is normally the most influential factor in swaying employees to stay or leave the business they work for. COVID told us that in most organisations this middle management group has a mixed track record as effective, inspiring leaders. There is a need to focus on upskilling them. They need help to be able to lead in a different way in the virtual world. Failure to do this will risk an exodus at a time when the war for talent has never been hotter. So, what does good management look like in the land of Zoom and Teams? Let’s start by going back to basics. Treat your people the way that you would like to be treated yourself. Start with trusting them in the virtual world. Forget command and control. Empower your people to own and solve the challenges they face. Be flexible with their working arrangements. Prioritise their wellbeing and be evangelical about work life balance. Understand that for some people the virtual world brings with it challenges of loneliness and mental welfare. Care for them. Listen to them. Seek their feedback and act upon it.
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