This podcast episode discusses the challenges and best practices of remote and hybrid leadership, particularly for project managers. The interview features Wayne Turmel, co-author of "The Long Distance Leader," who shares insights and tips for effective leadership in geographically dispersed teams.
The transcript indicates that while the COVID-19 pandemic forced a widespread shift to remote work, it didn't necessarily provide complete knowledge about remote work best practices. Many were too busy implementing remote work to analyze its effectiveness, and the experience varied widely depending on individual circumstances and company approaches. The shift to hybrid work further complicates the issue.
According to Wayne Turmel in the transcript, the trend is somewhat going back to the office, but it's unlikely to return to 100% in-office work for all companies. He describes it as a "whiplash" effect, with companies initially embracing remote work, then pulling back, and eventually settling on a more flexible hybrid model. The genie is out of the bottle, he states, meaning that complete return to the office isn't likely.
According to the transcript, a project manager can help address "return to office blues" by focusing on communication and team dynamics. This involves navigating the conflicting perspectives of the organization (wanting employees back in the office) and employees (preferring remote work). The PM's role is to facilitate communication between both sides, helping them find common ground. Furthermore, the PM should help the team determine which tasks are best suited for in-person collaboration versus independent work, maximizing productivity in both settings.
Based on the transcript, project managers often make the mistake of favoring employees physically present in the office over remote workers. This leads to a systemic bias where systems and work assignments disproportionately benefit those in the office due to proximity bias – the tendency to favor those nearby. Remote team members may feel excluded, receiving less feedback and opportunities for participation.
The main positive highlighted in the transcript is the increased ability to recruit a wider range of talent. A remote or hybrid team is not limited by geographical location, allowing access to a more diverse and higher-quality pool of candidates than a fully in-office team. Additionally, flexibility in work arrangements is a significant perk for employees, which can positively impact recruitment and retention. The ability to strategically decide when and where certain types of work are done (synchronous vs. asynchronous tasks) is another advantage.
The transcript features three rules from Wayne Turmel's book, "The Long Distance Leader," relevant to hybrid and remote work:
Think leadership first, location second: Prioritize strong leadership skills and adapt communication strategies accordingly, recognizing that remote work requires different communication approaches than in-office work.
Identify the leadership result you need, then select the communication tool to achieve them: Choose communication methods based on the desired outcome; the right tool depends on the context and what you aim to achieve (e.g., quick updates vs. detailed feedback).
Examine your beliefs and self-talk; they define how you lead: Leaders should be self-aware and actively solicit feedback to avoid biases and assumptions that can negatively impact remote team members. Reflect on your communication style and address any issues that might hinder your team's success.
The transcript emphasizes two key skills project leaders need to develop for success in remote and hybrid environments:
Enhanced Listening Skills: This goes beyond simply hearing what's said in meetings. It includes actively seeking feedback, interpreting nonverbal cues (or the lack thereof) in digital communication, and proactively checking in with team members who may be less vocal or engaged.
Strong Written Communication Skills: A significant portion of knowledge work now happens in writing. Project leaders must provide feedback and coaching on written communication, as it's a primary method of interaction in remote settings. This includes being mindful of tone and context in written messages to avoid misunderstandings.
The "Three O Model," as discussed in the transcript, refers to a leadership approach focused on three key areas: Outcomes, Others, and Ourselves. It emphasizes that a leader's role is not to do the work themselves but to ensure that desired outcomes are achieved through the work of others (Others). This requires effective management and coaching. Simultaneously, leaders must prioritize their own well-being (Ourselves) to lead effectively, recognizing that self-care is essential for successful leadership.
The transcript suggests AI and technology can both help and hinder onboarding in remote/hybrid settings.
Help: AI-powered tools can facilitate frequent communication and relationship-building. For example, scheduled one-on-one video calls can be readily organized and tracked. AI could also personalize onboarding materials, providing targeted information to new hires.
Hinder: Over-reliance on technology without sufficient human interaction can create a transactional, impersonal experience. If AI-driven systems don't effectively build relationships or provide opportunities for social connection, it can slow onboarding and hinder team cohesion. The human element of introduction and relationship-building remains critical, even with AI assistance.
Wayne Turmel offers three key takeaways regarding remote and hybrid leadership:
Adapting to Technological Change: Project managers must stay current with technology and strategically choose the right tools for various communication needs. While new tools emerge, it's crucial to evaluate their effectiveness before adoption.
Addressing Leadership Pitfalls: Leaders need to be aware of and proactively address potential issues like proximity bias and the assumption that "no news is good news." Active listening and seeking feedback are essential to mitigate these pitfalls.
Mindset Matters: Technical skills and tools are secondary to a leader's mindset. Focusing on achieving outcomes through others, rather than doing the work personally, and prioritizing self-care are paramount for effective remote and hybrid leadership. The ability to manage and coach others is more important than ever.
