Building Trust in Remote Teams: Strategies for Employers and Employees

While there is some truth to this statement, it is important to understand that there are many reasons why employees choose to leave a company. In my experience working in diverse industries, I have seen that people are more likely to jump ship when they do not connect with their managers. 

For most employees, the perception of the organization is largely influenced by their direct managers. Employees often form their opinions and attitudes about the company based on their interactions with their managers, their managers' communication style, leadership, and management practices. Hence the relationship between the manager and the employee is critical in building a happy, engaging, and productive work environment. Like any relationship, trust is crucial for a manager and employee relationship. Building trust, on the other hand, is easier said than done.

And it's more so when the team members are present in different locations than their managers. A deep-rooted perception prevails among managers that remote employees are less engaged and productive than their non-remote colleagues. However, as we become more global and especially post-pandemic, remote and hybrid working is today’s reality. Managers are increasingly required to lead a diverse team setup. This situation leads to an important question for the future of work: how can organizations continue to have remote/hybrid working while ensuring managers’ and teams' effectiveness?

The remote/hybrid working environment is like a long-distance relationship that needs that "extra" effort to nurture trust and collaboration. It is only possible when all stakeholders are involved and invested - 

• Believe that remote/hybrid work can be effective 
• Take that "extra" mile to make it work and 
• Lay down a framework that supports the diverse team set-up.  

Organizations must develop policies and procedures for remote/hybrid work, including guidelines for communication, work hours, tools, systems, and data security, among others. It should also provide avenues for managers to develop techniques not just to support remote team members but to fully engage and embrace them as an integral part.

Disconnect between managers and staff is frequently caused by a lack of communication, transparency, and trust. Managers who seek to reap the benefits of a remote/hybrid setup that promotes psychological safety must understand that “trust” is the only ingredient to it. 

The following ways of working effectively empower managers to build trust within their remote/hybrid teams, equipping them for success. 

• Set clear expectations of working and, most importantly, communicate with employees enabling a positive remote/hybrid work environment where employees feel respected, supported, and productive.
• During remote meetings, encourage participation from all employees.
• Set up periodic one-on-one check-ins. In addition to discussing progress, sharing feedback, and addressing concerns or issues, be intentional about getting to know them. It demonstrates that you are invested in their careers and growth. I strongly recommend inviting remote members to a periodic video chat meet-up.
• Promote regular communication among team members and provide opportunities for virtual team learning activities.
• Respect the team members' work-life balance. While remote work offers more flexibility and autonomy, drawing boundaries is essential. It helps to ensure that employees have time to disconnect and recharge outside of work hours, which is vital for preventing burnout and maintaining well-being. 

Establishing trust is a mutual responsibility that both managers and employees should share. Employees can earn trust by demonstrating dependability, responsiveness, accountability, actively seeking feedback, addressing concerns, and communicating candidly and transparently with their managers. A practical yet powerful way to foster trust and build meaningful connections is by using video communication. Seeing each other during meetings can create a sense of engagement and presence that audio-only communication lacks.

In addition, an inclusive organizational policy and management approach that emphasizes open communication, transparency, and a genuine interest in the growth and development of remote employees can also foster trust, accountability, and a shared sense of purpose. By prioritizing these values, managers can create a positive work environment that enables remote employees to feel more connected and invested in their work.