The biggest misconception about managing dispersed teams is that it requires a totally different skill set. While supervising employees in different time zones does present unique challenges, it’s important to remember that these are still people working in an organization to get stuff done – and managers shouldn’t think about them in a fundamentally different way. It’s still necessary to set expectations and rules for how interactions will take place, but it’s perhaps more critical to establish clear lines of accountability early on. Set monthly, quarterly, and yearly performance goals, as well as targets for what “hitting it out of the park” would mean. And just as you would with employees working down the hall, create a regular schedule to check in on progress. Remote workers need to know that they're not being treated differently and there's no inequity, so make it clear that you’re applying the same metrics to everyone.
Adapted from “
How to Manage Remote Direct Reports” by Rebecca Knight.
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