Remote Control – Managing A Remote Reporting Relationship

photo credit: Chris Isherwood 

With the increase of flexible work arrangements and companies growing globally, more reporting relationships are remote.  Whether the remote employee sits 30 miles away or across the pond, the relationship can be challenging for the employee and the supervisor.  Something as simple as an email exchange can be misinterpreted and create problems.  With a bit of extra effort, the remote reporting  relationship can be a successful experience.  Here are a few tips to develop a smooth remote relationship:

Supervisors:

• Over communicate
  • As the supervisor, you cannot communicate enough with the employee  
  • Communicate by phone, email or Skype
  • Establish a clear communication routine and stick with it
  • Follow the employee on Twitter
• Be available
  • If the employee calls and you are not available, let them know and when you will be able to call back
  • If  you had a call scheduled and the employee does not call in, call them
• Don’t assume anything
  • Don’t assume
    • You know how busy the employee is
    • What their hot buttons are – today
    • What their day is like
    • How they will react
• Build trust
  • You and the employee have to build trust with each other.  You need to feel comfortable that the employee is going to keep you informed and (when applicable) keep projects moving.
  • Make the employee feel like a strategic partner.  Give them information of what is going on, not only in their world but within the group and organization.
• In person meetings
  • Arrange for the employee to visit you and for you to visit the employee. It is important to have meetings on both turfs.
• Local Sub-manager
  • In a remote relationship there is typically a sub-manager locally who the employee will have a dotted line reporting relationship.  Build a good relationship with the sub-manager.  Identify your role as the supervisor and the role of the sub-manager.

Employees

• Manage Up
  • Keep your manger informed. 
  • Try not to wait until you are in a situation too deep before involving your supervisor.
• Tell the manager what you day is like
  •  What distracts you during the day? 
  • What else goes on that someone would notice that sits there that someone who does not would not?
  • What is on your dry erase board?
• In the beginning of the relationship - over communicate
  • Copy your manager on all email communication
  • Find out how they prefer to communicate.  If there is a significant time zone difference discuss the best time to speak for both parties.
• Pick up the phone
  • Call each other - often if you need to
• Local Sub-manager
  •  Try not to blur the lines between your relationship with the sub-manager and with your supervisor. If you are confused, ask you supervisor.
  • Don’t make a decision with your sub-manager then inform your supervisor.  Involve them in the discussion and make them feel part of the decision even if they are not).

Although a remote reporting relationship can be challenging, with a little extra effort  it can be a very rewarding experience.  Have you had a remote reporting relationship?  What has worked for you?  I would love your feedback in the comments.

Tagged as: Employee Engagement, Employee Management, Flexible Work Arrangements, HR, Human Resources