The following tips were published by Management Issues.
Managers pay less attention to remote workers than to face-to-face workers
A common problem of managers of hybrid-working teams is paying extra attention to workers present in the office. It is human nature to devote more attention to our immediate environment than to what is happening remotely. As a manager, however, you have to treat everyone equally and take the same interest in all your subordinates.
Communication issues when managing remote workers
Remote communication has certain specifics. Compared to regular face-to-face communication, remote communication carries a higher risk of noise, misunderstandings, and the absence of non-verbal cues that give context to conversations.
Favouring employees whose work style or personality is similar to the manager's
Managers often make the mistake of subconsciously preferring subordinates who are similar to themselves, whether in terms of personality traits or work style. When managing a team remotely, this malady can manifest itself all the more strongly; therefore, it should be avoided as much as possible.
Neglecting socialisation
Leading a team remotely may give the impression there is no need for workers to interact with one another or to organise any joint activities. However, this is not true: a team working remotely also needs to be brought together in the same way as one working solely in the office.
Micromanagement
Some managers become paranoid about subordinates working remotely. They imagine workers are slacking off and thus have a tendency to manage and check on them more stringently. This can lead to micromanagement, which is ultimately harmful to everyone - both manager and subordinate.
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