Onboard New Remote Leaders for Your Virtual Team

Forming a remote team is no more challenging. Digitization has given access to worldwide virtual locations. Nonetheless, finding an ideal leader is a critical task that requires vigilance and expertise. In this article at Harvard Business Review, Mary Driscoll and Michael D. Watkins suggest principles to onboard remote leaders.

Open the Fact File

According to a recent HBR survey, about 75 percent of the 125 respondents confirm onboarding new leaders. However, the rate of recruitment has dropped by almost 45 percent after the coronavirus outbreak.

Barely 17 percent of survey respondents hinted that their companies have come up with a new strategy to onboard remote leaders for virtual teams. To keep the chain of onboarding new team members going, especially qualified leaders, follow these guiding principles:

Clarity Over Interim Objectives

The new leaders must embrace their responsibilities at an accelerated pace. They must learn to create value for the business in a crisis. With staff downsizing, clarity over the role, right from the beginning, can prove useful.

Regulated Learning Process

Share details about their roles and responsibilities in a structured way. Enterprise hierarchy, financial position, company objectives, and cybersecurity response plan- document everything. Help your leaders get a deep understanding of the company and its liabilities.

Robust Stakeholder Management Plan

Help them recognize, realize, and rebuild connections with the key stakeholders. Initiate an internal consensus among both the parties. Define the objectives you have set for the remote leaders and help them maximize the value of their virtual meetings with the stakeholders.

Allocate a Virtual Onboarding Partner

Ideally, the virtual onboarding partner should not work under the new leader. So, select a reliable colleague or manager responsible for similar activities. Their understanding of the leadership role would prove helpful in sharing real-time experience. Thus, a coworker in operations would be the best choice.

Initiate Virtual Team Bonding

Consider it a prominent part of the adaptation process. To initiate alignment and collaboration between the leaders and their inherited teams, one-on-one interactions are necessary. So, hold a video conference to facilitate teamwork.

Hire a Third-Party Consultant

Since your teams are already undergoing immense stress of dealing with the business crisis, transition consultants can ease the pressure. They understand your industry, virtual work culture, and stakeholder management. They can coach the new leaders and suggest them how to overcome emerging challenges. Click on the following link to read the original article:

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