Leading change ... remotely

For leaders in these times of remote and hybrid work, change still has to happen. 

Guiding, leading and inspiring change can require some new and different techniques.

There’s still a requirement to have:

⏺ Engagement for change 
and 
⏺ Capability for change. 

This week I’m working with a leadership team to prepare them to better engage their team for change. 

We’ll be focusing on how to have better, more engaging conversations about change ... remotely. Handling tough questions, raising challenging topics, building greater human connection... online. 

Then it’s onto the skills the entire organization needs - to ensure teams have the capabilities to embark on the changes planned. 

This includes being able to work in a hybrid environment - where some people are onsite and some are working remotely. We’ll build problem-solving, sensemaking and decision-making skills. 

Whatever you’re changing, think about 
- engagement... for the leadership team,
and 
- capability... for the wider organisation. 

Tackle both for more successful remote, hybrid change. 

Connecting deeper ... remotely

In these hybrid times when people may be here, there and anywhere, there’s a danger we miss the good quality, deep connections. 

Not the login type of connection - nor the break the ice chit-chat connection. 

But rather, the deeper ability to engage with people, to bring warmth, humanity and empathy to an online call with a remote team. 

To say ‘it’s not the same as face to face’ or ‘it’s hard to read cues and body language’ is to try to use the same techniques. 

But you may have to do something different. Many things different. 

How can you better connect with your team no matter where they are? 

Many days of each week I’m working with a brand new team, a new group of people I’ve not met before. Swift and deep connection with them is a priority. 

We’ve got to be able to get close online, to trust and build engagement so we can achieve what needs to be achieved. 

And quickly. 

Consider how you’ll make connections with your team, group or meeting participants. 

Every time. 

Don’t leave it to chance. 
Or think it’s not important. 
Or that you’re already well enough connected. 

How deeply you can connect with people affects everything else that follows. 

Is it for information only

The difference between being invited for consultation and information are so, so different. 

Yet they’re often substituted. 

🔅‘Please comment on this change’ is different to ‘this change is happening’. 

🔅‘What do you think of this proposed process’ is different to ‘things will change on the 8th of the month’. 

🔅’What’s your advice on this idea’ is different to ‘here’s how things are going to be’. 

Check if it’s really consultation or just information. 

Don’t invite people to a forum if there’s no discussion, input, invitation or conversation. 

That’s information. 

If it’s all PowerPoint and the same heads talking ... that’s information, not consultation. 

Sadly, many people are so ready to give their ideas and suggestions, but there’s no room. time or space for it. 

The newer world of work makes many more opportunities available for co-creation, consultation and collaboration ... not just communication. 

It’s acknowledging that people have plenty clever, creativity and ingenuity to share ... to help solve tricky problems, deliver greater value and make faster change. 

That’s richer than ‘for your information’. 

What can you turn from information into consultation? 

To draw out from others

How are you at the skill of elicitation? Can you draw information and contributions out of people? 

Why elicit : because they’ve got something to contribute or expertise we need to tap into. 

Elicitation isn’t just asking one question and then waiting for the answer. It’s more often about an ongoing conversation, back and forth. It’s getting to the point, finding the key information, uncovering the challenge or problem or insight. 

We can’t wait until people speak up or ‘lean in’.

To elicit is to actively collaborate with someone to help them contribute and give. 

It’s asking, encouraging, clarifying, listening, hearing, repeating back, wondering, probing, asking, listening...

The problem is, we often don’t allow the time even though it’s a key component of engaging others and uncovering important insights.

Don’t wait for people to eventually feel safe enough to speak up. 

Take the time and plan for how and when you will engage, ask and elicit from others. 

Remote work tips

Enjoy these remote work tips from Dropbox including. : 

- inclusion
- multitasking problems
- paying attention 
- exaggerating your responses and body language.