Remote managers are having trust issues

Covid-19 has thrust many leaders into remote management which requires a different skill set than face-to-face management. They have been forced to make this transition quickly, and for the most part, without training. While some jobs have proven adaptable, many sectors are not well-suited for th...

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Bibliographic Details
Main Authors: Parker, Sharon, Knight, Caroline, Keller, Anita
Format: Journal Article
Published: Harvard Business School Publishing 2020
Online Access:https://hbr.org/2020/07/remote-managers-are-having-trust-issues
http://hdl.handle.net/20.500.11937/80745
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author Parker, Sharon
Knight, Caroline
Keller, Anita
author_facet Parker, Sharon
Knight, Caroline
Keller, Anita
author_sort Parker, Sharon
building Curtin Institutional Repository
collection Online Access
description Covid-19 has thrust many leaders into remote management which requires a different skill set than face-to-face management. They have been forced to make this transition quickly, and for the most part, without training. While some jobs have proven adaptable, many sectors are not well-suited for the remote environment and many workers have home lives that present overwhelming challenges. As a result, some managers may be finding their roles more difficult than before — and making their subordinates’ lives more stressful as they struggle to adapt. Even prior to the pandemic, managing teleworkers presented unique obstacles. Research shows that managers who cannot “see” their direct reports sometimes struggle to trust that their employees are indeed working. When such doubts creep in, managers can start to develop an unreasonable expectation that those team members be available at all times, ultimately disrupting their workhome balance and causing more job stress.
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spelling curtin-20.500.11937-807452020-09-21T01:27:09Z Remote managers are having trust issues Parker, Sharon Knight, Caroline Keller, Anita Covid-19 has thrust many leaders into remote management which requires a different skill set than face-to-face management. They have been forced to make this transition quickly, and for the most part, without training. While some jobs have proven adaptable, many sectors are not well-suited for the remote environment and many workers have home lives that present overwhelming challenges. As a result, some managers may be finding their roles more difficult than before — and making their subordinates’ lives more stressful as they struggle to adapt. Even prior to the pandemic, managing teleworkers presented unique obstacles. Research shows that managers who cannot “see” their direct reports sometimes struggle to trust that their employees are indeed working. When such doubts creep in, managers can start to develop an unreasonable expectation that those team members be available at all times, ultimately disrupting their workhome balance and causing more job stress. 2020 Journal Article http://hdl.handle.net/20.500.11937/80745 https://hbr.org/2020/07/remote-managers-are-having-trust-issues Harvard Business School Publishing unknown
spellingShingle Parker, Sharon
Knight, Caroline
Keller, Anita
Remote managers are having trust issues
title Remote managers are having trust issues
title_full Remote managers are having trust issues
title_fullStr Remote managers are having trust issues
title_full_unstemmed Remote managers are having trust issues
title_short Remote managers are having trust issues
title_sort remote managers are having trust issues
url https://hbr.org/2020/07/remote-managers-are-having-trust-issues
http://hdl.handle.net/20.500.11937/80745