Question:

How can we communicate the benefits of our flexible work policy to the new executives who prefer the traditional office environment? How can we address the challenges of managing a distributed team that has relocated to different states due to the pandemic and the lack of cost of living adjustments? How can we retain our talent and avoid mass resignations when the new executives announce the end of remote work and the requirement to be physically present in the office?

Answer:

How to Keep Your Remote Team Happy and Productive in the Face of New Executive Demands

The COVID-19 pandemic has changed the way we work, and many companies have adopted flexible work policies that allow their employees to work from home or anywhere they choose. This has brought many benefits, such as increased productivity, reduced costs, improved work-life balance, and access to a wider talent pool. However, not everyone is on board with this new way of working, and some new executives may prefer the traditional office environment and expect their employees to return to the office as soon as possible.

This can create a lot of challenges and conflicts for managers who have to deal with a distributed team that has relocated to different states due to the pandemic and the lack of cost of living adjustments. How can they communicate the benefits of their flexible work policy to the new executives who may not understand or appreciate it? How can they address the issues of managing a remote team that may have different needs, expectations, and preferences? How can they retain their talent and avoid mass resignations when the new executives announce the end of remote work and the requirement to be physically present in the office?

Here are some tips and strategies that can help managers navigate this tricky situation and keep their remote team happy and productive:

The first step is to communicate the benefits of your flexible work policy to the new executives and try to persuade them to reconsider their decision or at least compromise on some aspects. You can use data and evidence to show how your remote team has performed well during the pandemic and how they have contributed to the company’s goals and objectives. You can also highlight the positive feedback and testimonials from your remote employees and how they appreciate the flexibility and autonomy they have. You can also point out the potential risks and costs of forcing your remote team to return to the office, such as losing valuable talent, disrupting the workflow, lowering the morale, and increasing the turnover.

You can also appeal to the new executives’ values and interests and try to find some common ground. For example, if the new executives are concerned about the collaboration and communication among the remote team, you can show them how you use various tools and platforms to facilitate effective communication and collaboration. If the new executives are worried about the accountability and performance of the remote team, you can show them how you set clear goals and expectations and monitor the progress and results of your remote team. If the new executives are interested in the innovation and creativity of the remote team, you can show them how you encourage and support your remote team to experiment and learn new skills and technologies.

Address the challenges of managing a distributed team

The second step is to address the challenges of managing a distributed team that may have different needs, expectations, and preferences. You need to acknowledge and respect the diversity and individuality of your remote team and try to accommodate their requests and concerns as much as possible. You also need to communicate clearly and frequently with your remote team and keep them informed and updated about the situation and the changes that may affect them. You also need to provide them with the necessary resources and support to help them work effectively and efficiently from anywhere they choose.

Some of the challenges that you may face when managing a distributed team include:

• Time zone differences: You may have to deal with time zone differences when scheduling meetings, deadlines, and feedback sessions. You need to be flexible and considerate and try to find a time that works for everyone or rotate the meeting times to share the burden. You also need to be mindful of the work hours and availability of your remote team and avoid contacting them outside their working hours unless it is urgent or agreed upon.
• Cultural differences: You may have to deal with cultural differences when communicating and collaborating with your remote team. You need to be aware and respectful of the different values, beliefs, norms, and customs of your remote team and avoid making assumptions or judgments. You also need to be sensitive and empathetic and try to understand the perspective and context of your remote team. You also need to be open and inclusive and encourage your remote team to share their opinions and feedback and celebrate their achievements and contributions.
• Technical issues: You may have to deal with technical issues when working with your remote team. You need to ensure that your remote team has access to reliable and secure internet connection, devices, software, and platforms that they need to work effectively and efficiently. You also need to provide them with technical support and assistance when they encounter any problems or difficulties. You also need to have a backup plan and a contingency plan in case of any technical failures or disruptions.

Retain your talent and avoid mass resignations

The third step is to retain your talent and avoid mass resignations when the new executives announce the end of remote work and the requirement to be physically present in the office. You need to recognize and appreciate the value and contribution of your remote team and try to retain them as much as possible. You also need to listen and understand the reasons and motivations of your remote team and try to address them as much as possible. You also need to offer them some incentives and benefits to persuade them to stay or to return to the office.

Some of the ways that you can retain your talent and avoid mass resignations include:

• Offering flexible work options: You can try to negotiate with the new executives and offer your remote team some flexible work options, such as hybrid work, where they can work from both the office and home, or remote work, where they can work from anywhere they choose, as long as they meet the company’s standards and expectations. You can also offer your remote team some flexibility in terms of their work hours, schedule, and pace, as long as they deliver the results and outcomes that they are expected to.
• Providing relocation assistance: You can try to provide your remote team with some relocation assistance, such as covering the moving expenses, offering a relocation bonus, helping them find a suitable accommodation, and providing them with some orientation and guidance. You can also offer your remote team some assistance in terms of their personal and family needs, such as finding a good school, daycare, or healthcare provider for their children, spouse, or dependents.
• Giving recognition and rewards: You can try to give your remote team some recognition and rewards, such as giving them a salary increase, a promotion, a bonus, or a stock option. You can also give your remote team some non-monetary recognition and rewards, such as giving them a shout-out, a thank-you note, a certificate, or a gift card. You can also give your remote team some opportunities for growth and development, such as giving them a challenging project, a mentor, a coach, or a training program.

Conclusion

Managing

a remote team can be challenging, especially when the new executives have different preferences and expectations. However, by communicating the benefits of your flexible work policy, addressing the challenges of managing a distributed team, and retaining your talent and avoiding mass resignations, you can keep your remote team happy and productive and maintain a competitive edge in the market.