How to manage your team when working remote

How to manage your team when working remote

18 November 2020
Gerrit Sarens
Gerrit Sarens
  • Hilde Smets still denim
  • In this video, our Business Mentor Hilde Smets, a seasoned IT executive with a strong coaching and mentoring track record, reminds us of the typical challenges a lockdown brings. Even though you'd say we are almost getting used to this, the current business context is still very challenging for most managers.

  • Three interesting takeaways from Hilde

    1. Onboarding of new people in a remote setting is very challenging. Make sure you spend more time and energy than in a normal setting on this. The first months are crucial for a new employee to build a connection with the organization.
    2. Keep the balance between running the day-to-day operations and innovation. The pitfall of a remote setting is that the focus goes almost exclusively to the former, which is often the comfort zone of most people, whereas the latter is the engine for future growth and cannot be neglected.
    3. Avoid micromanagement. Give trust to your team. Show your team that you are mainly interested in the output and give them the freedom how to get there. Nevertheless, situational leadership, an all-time favorite in this field, becomes more important than ever. Not everyone is equally capable to deal with this freedom. Stay connected with each team member and figure out what kind of support they need from you.
  • How to start? An Ambits Business Mentor is always a good first step

  • You want to put these tips into practice… That is easier said than done.

    How to start? How to make sure you do not fall back into old habits? How to make sure you stay fully in control?

    Ambits Business Mentors have proven leadership experience and therefore, understand very well your working context. They are available to become your sounding board, your guide to become a strong leader.

    Contact us to discuss this further.

Struggles of a manager

Managers are

  • not or inadequately trained in this role


    • lack self-confidence
    • don’t know how to go from being a colleague to being a boss
    • need to loosen up on the command & control leadership style
    • must let go of the (technical) expert status
    • cannot give or accept constructive feedback
    • feel pressure to perform as manager
    • have difficulty building relationships
    • want to be liked by everyone or want to be the ‘bad boss’
    • play the hero
  • are struggling


    • stay too involved in operations
    • have trouble prioritizing
    • cannot delegate
    • fear conflict situations
    • disconnect from the team
    • deal with flawed strategic thinking
    • do not relate to higher management
    • lack clear communication skills
    • remain not self-aware
    • avoid difficult conversations
    • miss political antennas
    • ...
  • capable of more


    • need mental preparation as successor
    • need to be able to lead big changes ahead
    • need to learn to be emotionally resilient and in control
    • need to learn to make big decisions fast without all the information
    • must become persuasive presenters
    • need to learn how to cultivate their own personal brand
    • need to learn how to lead by example
    • manage by trust, not by fear
    • need to overly develop empathy
    • ...
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