Workplace change in any situation is rarely easy for managers.
According to Rebecca Maxwell, owner and principal consultant at Perception Insights, the challenges “multiply exponentially” when you add in the complexity of remote or hybrid roles.
Maxwell, along with Paula Cizek, Chief Research Officer at organizational design consultancy NOBL, and Ashley Cox, founder and CEO at SproutHR, shared their top insights with FlexJobs on strategies to manage team transitions in a remote environment.
Maxwell’s expertise in this area is based not only on her current coaching practice, which includes working with a growing number of remote and hybrid teams, but also her previous 25 years of experience as a leader and manager of teams at all levels, from frontline to the C-suite. Cizek’s firm has worked with hundreds of teams at Fortune 500 companies, rapidly scaling startups, and everything in between, and has helped many organizations transition to hybrid and remote workplaces.
Below are their tips on how to manage team transitions in a remote environment.
Level Up Your Communication
When it comes to managing remote workers in general, Cizek stressed the importance of getting back to the basics. “The foundation of any professional relationship is good communication,” she said. “When communicating with your team, you should aim for frequent, consistent check-ins to see how they’re doing, and delivering messaging that aligns with what the organization as a whole is saying. To the best of your ability, create a dialogue, asking for feedback and questions, and provide as much context for why decisions are being made.”
But as with all change, Maxwell suggests that when handling team transitions remotely, company leaders need to communicate beyond the basics to ensure that the employees who are impacted by the change understand the big picture. “Managers should make sure they are clearly expressing not just the ‘what’ of the change but also the ‘why,’ that they are managing the feelings as well as the facts, and that they are maintaining consistent communication throughout—at the pace the team needs, not their own,” Maxwell said.
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Work Through the “5Ws and H” Framework
Cox agrees that communication is key to managing team transitions in a remote work environment. “Without proper communication, the most well-thought-out plans can quickly unravel,” Cox said.
Therefore, after you create your transition plan, but before sharing it with your team, it’s helpful to use the “5 Ws and H” framework to get clear on the details. “The 5 Ws and H include who, what, when, where, why, and how,” Cox explained. “By taking a few minutes to sit down and thoughtfully write out the answers to each of these questions, you’ll be able to explain any necessary team transitions quickly and easily, and without missing key information.”
Cox emphasized that while it can be easy to want to gloss over the “why,” it’s vital to take the proper time to address this question. “This will greatly aid you in getting your team’s understanding and buy-in of the changes, meaning they’ll be more likely to come along with your plan than fight it,” Cox said. “No one likes to do anything without understanding the importance behind it. Share as much as you can with your team, foster goodwill and trust with them, and bring them along on the journey with you for the best results.”
Use Multiple but Consistent Channels of Communication
For remote teams grappling with exactly how to have these types of sensitive conversations about transitions, Maxwell emphasized that managers should make sure they have multiple channels of communication—written, verbal, synchronous, and asynchronous. “All channels should deliver the same overall messages regardless of the specific topic and should be given equal priority to ensure all team members feel included and involved,” she said.
Maxwell added that managers of remote teams should also ensure the processes and systems are in place to make the transition stick. When selecting these systems, she advised that having an awareness of team members’ differing preferences for receiving and processing information based on their behavioral style can be a huge help for avoiding misunderstandings.
Leverage an Employee Experience Map
Cizek recommends a best practice to facilitate team transitions remotely is to use what she terms an “employee experience map.” This is designed to help managers think through the “lifecycle” of an employee, from their first interaction with the company to their last day on the job.
“This will help you identify key milestones and opportunities for improvement,” Cizek said. She added the following pro tip: “Onboarding is especially important in a remote environment, and establishing good relationships with the rest of the team sets new members up for success.”
Be Transparent Yet Discreet About Layoff Transitions
When the transition is a layoff in a remote environment, Cizek advises leaders to be as transparent as possible about why the layoffs are occurring. But she emphasized the importance of communicating this sensitive information individually and privately.
“Set up one-on-ones to deliver the news,” Cizek said. “Never do layoffs via group video calls or mass email. In these one-on-ones, allow space for emotions, and if possible, provide additional support, like counseling.”
Finally, she said, it’s important when handling this difficult transition remotely to have clear next steps spelled out for employees who are terminated, like sending any necessary paperwork or returning property.
Managing transitions for remote workers requires specific strategies tailored to the off-site environment. By understanding what’s most effective for virtual employees who are moving to a new role in the company or out of it, you can simplify the challenges that are inherent in transitions.
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