Leading Remote teams


· 88% of remote workers struggle with inconsistent working practices and miscommunication, while 83% feel overwhelmed by emails

· Targeted training can help organisations to get the basics right and increase efficiency and wellbeing

· 84% of remote workers report improvements to their work-life balance, but a lack of team identity can cause isolation and loneliness

(Institute of Leadership & Management, 2019)

“The best leader is the one who has sense enough to pick good men to do what he wants done, and the self-restraint to keep from meddling with them while they do it”
Theodore Roosevelt

It has become an expectation of millennial and certainly Generation Z employees to be offered flexible and agile working opportunities and resources. By 2020 it is predicted that half of all full time employees will be working remotely. In order for this to be truly achieved, committed financial investment, operational adjustments and cultural developments are required within organisations. Although remote working may offer opportunities for cost reductions and capital savings for organisations, which will no longer be required to hold and maintain large estates, many organisations are currently failing to capitalise on the potential for remote working. This is often due to the cultural barriers which may exist within management grades who have spent much of their working careers constrained by the expectations of presenteeism, associated with traditional ‘9-5’ roles. People will in fact perform more effectively, demonstrate greater innovation and work for longer, if they have some control over where they work. Remote workers in a study by the Institute of Leadership and Management (2019) highlighted a further number of potential benefits for organisations with a remote or geographically-dispersed workforce, including increased business reach, improved productivity, cost and time savings, and access to a more diverse set of skills and experience.