Wednesday, November 14, 2018
5 best practices for managing a remote team
www.fastcompany.com: It’s not easy being a manager. Not only are you accountable for your team’s performance, you are also in charge of hiring new candidates, and you have to work hard to earn their trust and respect.
Now, imagine doing these things when your closest direct report is 800 miles away, and your team members live in five different time zones. Over the past four years, I’ve managed a remote team at a company with a 60% remote workforce.
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This article has some good points that can be usefully applied to managing touring production staff. There are some tours out there where (from what I’ve observed and heard) someone quits about every week. Having a manager at the office who checks in with and looks after, to an extent, newer hires would probably eliminate a good portion of this turnover. It would also help mitigate budding interpersonal conflict, and it would help with training and growth of individual employees. On the road, your direct supervisor often has bigger problems and doesn’t have the time to care about whatever small issue you’re having. If there’s a person who is actively available to you who isn’t fully enmeshed in the day-to-day of touring, this problem could go away. The point about hiring employees who share your company’s values is also a good one--on a basic level, if you’re hiring someone who values personal space above all else for a bus and truck, no one is going to be happy. If you’re hiring someone who only cares about their own work, the team is going to suffer.
This article has some good points that can be usefully applied to managing touring production staff. There are some tours out there where (from what I’ve observed and heard) someone quits about every week. Having a manager at the office who checks in with and looks after, to an extent, newer hires would probably eliminate a good portion of this turnover. It would also help mitigate budding interpersonal conflict, and it would help with training and growth of individual employees. On the road, your direct supervisor often has bigger problems and doesn’t have the time to care about whatever small issue you’re having. If there’s a person who is actively available to you who isn’t fully enmeshed in the day-to-day of touring, this problem could go away. The point about hiring employees who share your company’s values is also a good one--on a basic level, if you’re hiring someone who values personal space above all else for a bus and truck, no one is going to be happy. If you’re hiring someone who only cares about their own work, the team is going to suffer.
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