Management
Managing hybrid and distributed teams
When half the team is on another island, at home, or reporting into a head office abroad, the routines that held the office together do not travel by themselves. One day on the rules to set at the start, objectives that read clearly at a distance, rituals, and the remote one-to-one.
What you will be able to do
- Know the stages of managing at a distance
- Set clear objectives for remote and home working
- Put planned rituals in place with each team member and with the team
- Adapt your remote management to the personality of each team member
Programme
The main principles to respect
- The principles of managing at a distance
- Shared perspectives: the difficulties each participant meets when managing remotely
- Defining the prerequisites of remote management, in a workshop
The stages of managing at a distance
- How to raise the possibility of remote working
- The rules to set from the start
- Setting clear objectives for each person
Rituals, small and large, individual and collective
- The rituals to keep
- Organising the team's motivation at a distance
- A few tools to use
Recognising and correcting at a distance
- The balance between recognition and corrective feedback
- Practice and shared-reflection workshop
The remote one-to-one
- An essential management tool
- Each manager's own specific issues
Adapting remote management to each profile
- An introduction to a method for adapting to another person's behaviour
- Evaluation and close of the day
What this training gives you
Keeping motivation and cohesion alive at a distance, and combining delegation, ownership and trust when you cannot see the work being done.
One day, built around what a manager can put in place the same week.
A distance measured in ferries
For most participants here the distance is not remote working, it is the boat. An operation on Praslin, a head office on Mahe, a supplier in Victoria and an owner abroad in another time zone is an ordinary arrangement, and it is harder than home working because travel is slow and expensive enough that the face-to-face fix is rarely available.
The day is built on that: rituals that do not depend on being in the same room, objectives written so they read the same from either island, and feedback that survives being given over a call.
Questions about this training
Is this about home working?
Partly, but in Seychelles the more common case is geographic: a team on more than one island, or a manager on Mahe with an operation on Praslin. The mechanics are the same, and the day covers both.
What is the first thing to fix?
The rules, and fixing them at the start. Almost every problem brought to this day traces back to expectations that were never stated: availability, response times, what gets decided without you, and what does not.
How do you run a one-to-one remotely?
Shorter, more often, and with the agenda sent first. The day works through the format and participants practise it, because a one-to-one that works face to face usually fails unchanged over a call.
Only one day for all of that?
One day, deliberately. This is a first level built around a small number of things a manager can put in place immediately. Teams wanting to go further usually follow with the manager-leader programme.
Related trainings
The manager-leader toolkit
The core management programme, and the one most participants start with. Three days on what a manager actually does: setting the frame, delegating, running one-to-ones, and having the conversation nobody wants to have. The third day comes weeks later, once the tools have met reality.
Motivating without a budget
Most managers have far less control over pay than over the things that actually drive engagement. Two days on the non-financial levers, autonomy, recognition, visible progress and meaning, and on matching them to what each person is actually driven by.
Visual management: first level
Visual management puts the few things that matter where the whole team can see them, and turns a short daily meeting into something people act on. One day to build your first board, decide what earns a place on it, and run the stand-up so the team owns it.