If you’re leading a team of people who aren’t located in the same physical space – whether it is a fully remote team or some sort of hybrid - becoming an excellent long-distance leader requires a different mindset than you may have had if everyone was all together. There are things you need to let go of (no, you can’t look over somebody’s shoulder to see what they’re working on) and other things you need to do more of (such as setting clear expectations).
In going through the updated version of our book The Long Distance Leader: Revised Rules for Remarkable Remote and Hybrid Leadership, I put together a list of behaviors we need to let go, and others we should lean into.
Too many leaders have taken the return to office and the rise of hybrid work as a way of ignoring the importance of being an effective long-distance leader.
We need to let go of:
The need for control. Micromanagement was never a good operating strategy. When we work apart from each other, it’s literally impossible.
Our focus on activity. Worrying about the time it takes someone to change out their laundry while they should be at their laptop is folly. The amount of effort people have put into looking like they are working is time far better spent thinking about or doing the required work.
Our skepticism. When we can’t see what’s happening, we often assume the worst. Those less-than-rosy assumptions create cynicism and erode trust.
On the other hand, we need to lean into:
Trust. Leaders who trust their team members and work to build and maintain trust are more likely to build effective Long-Distance and Hybrid Teams.
Empathy. When we are empathetic and understand not everyone is working under the same conditions or assumptions, we are more effective as leaders and can get more from our team members.
Having clear expectations. When work expectations are mutually clear, greater success follows. Clarity supports better results, less rework, and higher levels of trust.
Intentionality. If we remember to think “leadership first, location second,” (Rule 1) then everything starts with thinking about what we do and taking intentional action. Sometimes leading at a distance requires us to act in a counter-intuitive way. So if our first reaction to a situation is to fire off an email, after a pause for thought, maybe a phone call would offer a better outcome. Whatever you do, know why you’re doing it and what the impact will be.
Ultimately, successful long-distance leadership is not radically different from leading when everyone’s all together. But there are differences, and those require mindfulness and thought.
