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New Team
I just started a new job 2 wks ago during this pandemic, and I have a new team of ppl to support and motivate. I have a team of 4, 1 person has been there 8 mos., and the other 3 ppl have been w/ the co. 11 yrs. or longer.
We're working from home so going remote has impacted how we work and communicate. There's been no discussion about reopening at this point as our state and county are still in the yellow phase and basing our decision on the other states around us and their COVID-19 numbers.
I do not want to wait to build a relationship with my team. They're all independent workers and know how to do their jobs well. I've introduced myself via e-mail and have held independent Zoom meetings with each member to get to know them better, and shadow some of their day to day responsibilities as I try to get a lay of the land, and how this company manages their accounting and finance processes. I want to make sure that I'm being effective and supportive of the team as I'm learning in my new role here.
I'm not a micromanager as I think that's counterproductive and a waste of time. But I don't want ppl to feel like their out there alone. I want to be an effective leader. What are some ways that other managers have reached out to their teams? How have you engaged your teams? Would a short weekly call or Zoom meeting be appropriate?
Anonymous
06/18/20 at 12:30AM UTC
So many of the comments above are so smart. One thing I've noticed one of my directs do (who is a manager of about 4, like you) is start every day with a friendly note in Slack / instant message. It helps set the tone that she is available and interested enough in everyone to say "hello" (just as you would IRL in an office). I really admire how it seems to have made a difference to her team's morale to know she's interested in that first-thing check in even though its relatively low-touch effort.
Anonymous
06/17/20 at 3:25PM UTC
@ Mimi R. Bishop, my role is new to the organization. The co. is growing and has just acquired another business. From what I've learned, the East Coast and West Coast teams were merged and one person left the co/dept. I don't know if she was fired or resigned and found a new position. I've also learned that my boss is extremely hands off (I mean like a ghost) and I had to reach out to him several times to schedule a touch base just to discuss goals, onboarding, etc. The other team members have also eluded to him not being around or being very supportive. I also get the sense that while they're independent workers, they're looking for a manager and a bit of direction.
So I definitely want to make clear who I am, and what my leadership values are. I also get that ppl are experiencing Zoom fatigue, and I know I feel that way after 2 wks. because of the number of meetings I had to sit in on. I don't want to add to that, but I want to establish a healthy relationship with my team.
Thank you for the suggestions.
Mimi Bishop
Biz+Career Coach for Modern Gen X Women
1.33k
06/17/20 at 12:14PM UTC
You are so smart to be thinking proactively this way!
A few thoughts:
Is your role new to the company or have you replaced someone? I am wondering if the first step is to act as "soother in chief". Are people on your team feeling anxious that their roles may be changing?
Second, what are your goals for the team as a whole? I'd be clear on what everyone is working toward and build excitement on the team around that.
Another suggestion is to be clear on your values as a leader. How do you want to show up? Then be sure that you are consistent with those values. This will build trust among your team.
Lastly, while we are all on zoom fatigue -- I would be sure to have a weekly team meeting with the group so you can foster team building.
Good luck! It sounds like you are off to a solid start.
Jackie GhedineCoach for Gen X Women | Jack Russell of Humans
5.75k
06/17/20 at 11:14AM UTC
Building relationships remotely can be difficult, so we need to be creative.
As a manager, you want to motivate your team, validate their work and let them know you see their accomplishments. I would suggest a weekly meeting with your team where everyone shares one win for the week, regardless of how big or small.
I highly recommend one-on-ones with your team too, it can be bi-weekly even but ensuring they have a place to discuss whatever they need to with you can build trust.
Anonymous
06/17/20 at 3:34PM UTC
Thanks for the comments, I really like your suggestion! I've established one-on-ones just to get to know each person a little better. I have never been in the office, so it's not like we've even met once in person; it's been 100% from behind a screen which is different and challenging in its own right.
Maggie KimberlBe the change you want to see in the world.
139
06/16/20 at 4:37PM UTC
You can't force the process. This is a weird time we're in, and we all feel desperate to exert some sort of control over the situation. You can't control the situation. I've found that just keeping the lines of communication open and asking people how their weekend was, how's the house search going, etc is enough to break the ice. Good luck!
Anonymous
06/17/20 at 3:32PM UTC
Thank you!
Anonymous
06/16/20 at 4:22PM UTC
From survey's we've done with our own team members, we learned that one of the biggest issues where people feel alone is feeling as if their work is validated. It's important to celebrate the little things to keep people motived and make them realize they are adding value. We started a "bellringer" channel on our slack page to allow people to call out what others are doing. Performance managers are asked to post regularly. We are also doing a weekly highlights email and we include some of those bellringers plus other great work being done. I personally put the highlights together and have calls with the managers to find out what great work is being done. We also still host our monthly team meeting and are very transparent on the state of the business. Good luck!
Anonymous
06/17/20 at 3:31PM UTC
Thanks for the response. It doesn't seem that they're used to having meetings on a consistent basis. I think my boss is more of a "we meet when I absolutely have something to share" type of person. I'm thinking of doing a 15-30 min. wkly Zoom meeting to discuss wins, issues, or anything else.
I've managed before, but have never had to do it virtually, and it's difficult because I haven't physically met anyone, so I'm completely starting from behind a screen. I'm just thinking of the best and worst managers I've had and trying to incorporate some of those best practices.
Kimberly HansenCurrently seeking opportunities
29
06/17/20 at 3:26PM UTC
While leading a team of both in house and remote workers; I found the use of MS Teams to enhance our teams inclusivity. While we used Teams for business topics, announcements, etc., we had a team folder for everyone to reach out to their team mates throughout the day. It was no uncommon for me to send a gif with a "Hi, how are you doing today!" message so my work at homes knew they were not alone on an island. Peers encouraged peers and everyone had access to instant assists when needed.
Anonymous
06/16/20 at 4:16PM UTC
I think it's great you're reaching out for suggestions, and that you trust your team to get their work done! Meeting fatigue is real right now, but maybe a short (30 minutes or less) weekly meeting might help you all get aligned. Maybe kick off with something personal for everyone to get to know each other better (where's your favorite place to travel? Best concert you've been to? Go-to quarantine snack? Best/most challenging part of your week?), and then open it up for people to share what they need from you during this time. This might help you build a relationship with your team, while also letting them know you're there as a support when they need you.
Anonymous
06/17/20 at 3:27PM UTC
Thanks for the response. I absolutely don't want to add to the meeting fatigue. I just want to make sure they feel comfortable reaching out, and that I start to build a relationship w/ them and get to know them better which is a bit challenging virtually. Thank you for the suggestions.
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