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However, productivity data during the pandemic demonstrated that people could perform just as productively without being monitored for time spent at work or being physically present. Presenteeism, or the need to show facetime at work, is often assumed to be necessary for productivity.

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Many managers are concerned about how to manage their staff when they can’t see them. So what managers do remains the same it’s the how that changes. Remote or not, the role of a manager at its core remains the same: to motivate employees and organize resources to drive performance excellence. Micro-understanding is about trusting, but making sure there are no unanticipated bumps delegating, but being there to keep workers from stumbling and being flexible, but always heeding the warning signs. The micro-understanding manager can identify vulnerabilities and construct a radar for potential trouble spots. Micro-understanding is about better integrating yourself into your team’s workflow and problem solving remotely. Micromanagement is restrictive, with heavy managerial meddling that undermines trust, disempowers employees, and manifests itself, among other things, in the form of exhaustive reviews, checklists, and levels of approval. In other words, employees don’t want their managers to micromanage them they want their managers to micro- understand their work. They wanted their managers to be present, hands-on, and operationally vigilant without being intrusive. My key finding was a subtle but important shift in how employees expected their managers to work with them.

I i nvestigated how effective managers engaged people and drove performance when they worked from home in 20. Not surprisingly, many managers prefer their staff to return to the office, only to face resistance and even rebellion. The burden of choreographing the performance of team members, now increasingly dispersed - at home, at the office, and in different time zones - has left many managers unsure about how to best get work done. Two-and-a-half years down the road, it’s clear that remote work is here to stay.

Similarly, only 40% of employees working from home reported feeling supported by their superiors. Not surprisingly, early in the pandemic, a Harvard survey found that 40% of leaders were unprepared to manage remote employees, and 41% struggled to keep their remote team members engaged. Neither organizations nor employees anticipated such a swift move to home-based remote work in March 2020. “You have to get to the same destination as before, but you now have different signals, cues, and controls - and that does take some time getting used to!” “It’s like learning to drive on the wrong side of the road,” exclaimed Larry when I asked him how he experienced the shift to leading remote employees. See Also Plumber Fawn Creek KS - Local Plumbing and Emergency Plumbing Services in Fawn Creek Kansas 6 Biggest Problems Facing Businesses Today | The Kickass Entrepreneur 11 Revenue Models, Examples & Tips To Pick The Right One Borderline Personality Disorder

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