3 Surprising Insights Zarna Shares About Managing Remote Teams

3 Surprising Insights Zarna Shares About Managing Remote Teams

The COVID-19 pandemic has forced many companies to shift to a remote work model practically overnight. However, the transition to remote work has not been without its challenges. Even though remote work has its perks, it also comes with its challenges, such as team communication, collaboration, and productivity concerns. In light of these challenges, Zarna Surti, an experienced remote team manager, has shared some surprising insights about managing remote teams that all managers should know.

1. Effective team communication is more than just emails and chat messages

As a manager, it’s your responsibility to ensure that your team members communicate effectively with one another. While chat messages and emails are the most common forms of communication in remote teams, they are not enough. Ineffective communication can lead to misunderstandings, missed deadlines, and decreased productivity. To improve communication, Zarna suggests using video conferencing tools like Zoom, Google Meet, or Microsoft Teams to host team meetings, helpful in building team rapport and creating a heightened sense of engagement.

2. Tools do not solve all remote team problems

In the frenzy of transitioning to remote work, managers often invest in numerous tools and software to help their team’s collaboration and communication. However, tools alone do not solve all remote team issues. ‘It’s vital to find a balance between tools, process, and people. Training employees to use the tools and process well is essential, and leveraging Human-to-Human connections by developing a culture of supportiveness, team building, and empathy can go a long way in increasing employee engagement.’, says Zarna.

3. Trust and autonomy are crucial for remote team success

When you are managing a remote team, you don’t have the luxury of monitoring your team members’ every move like you would in a physical office. Therefore, trusting your team members and providing them with autonomy is essential. Zarna emphasizes, “Managers who micromanage are often perceived negatively by remote employees, causing them to become disengaged and less productive. In contrast, managers who provide autonomy and flexibility set their employees up for success, leading to better productivity and job satisfaction.”

In conclusion, managing remote teams requires a different approach than managing in-office teams. By leveraging effective communication tools, focusing on the Human-to-Human connections, providing the right balance of tools, process and trust, remote teams can perform at their best. By incorporating Zarna Surti’s insights on remote team management, managers can build a successful remote team culture, leading to higher productivity and employee engagement.

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