COVID-19 has brought changes and challenges for everyone – including those in leadership roles. Management style and decision-making have taken on new significance during these testing times as staff’s quality of life – as well as the company’s growth – hang in the balance.

In this new remote world, it can be difficult to figure out the best ways to support and motivate your team. Ongoing research suggests that many managers are struggling to adapt. In fact, 40% of them don’t feel confident in their ability to manage remote employees. It can be a struggle to build rapport and trust over video calls and text chats. But the research also demonstrates how good management results in improved well-being and performance among staff.

So how can managers successfully adapt to this new normal?

As the manager of a team, we are not just responsible for their performance, we are their leader. Our behavior defines the culture that they work in. By taking active steps, we can alleviate some of the stress this crisis brought, build stronger teams, and make happier – and more productive – co-workers.

Social isolation has always been a potential downside for those working remotely. But now that our social lives outside of work have slowed too, it’s more important than ever for managers to encourage chit-chat. Over the years, numerous studies have found that video conferences tend to be less social than face-to-face meetings. While it’s important to run a tight ship and set out practical agendas which make your meetings run efficiently, it’s also crucial to schedule some specific time for socializing. 

We can make time at the start of meetings to catch up or, as mentioned above, try scheduling a happy hour. Though adding it to your agenda or calendar may feel forced, it’s the best way to make sure it actually happens. Along with time, you have to make space. From cooking and chess to fitness and cycling, there’s a channel to interest everyone. This provides a forum for team members to bond over hobbies they’re passionate about and build stronger relationships. We can start using small gestures and rituals to help set those boundaries and better communicate with colleagues about their availability. 

As a manager, it’s important to be empathetic to everyone’s very personal situation and provide a sense of security at work. It’s important to reach out to direct reports regularly, but don’t enter the realm of constant check-ins or micromanagement. This can impact productivity and interfere with your team’s work-life balance.

Instead of trying to play the invincible, tiger-wrestling leader, show your team that we’re all in the same boat right now. As you transition to new communication styles and remote rules, lead the way. In the end, it will make the changeover smoother and bring your team closer together. If you build trust and empathy now, we’ll come through this with closer relationships and a tighter-knit team.