Be Accessible

Remote Manager, Issue 6

In this issue of The Remote Manager, we examine how to create an open door culture for your remote team. We’ll keep the manager’s perennial challenge of finding time for all of their responsibilities at the forefront as we look at practical, low effort tips for being accessible to your team.

Being accessible is not simply a matter of being present. It means fostering a culture of openness and inclusion so that every team member feels welcomed and connected. In making ourselves available for our team members we are actively pursuing opportunities to make our team feel heard and supported.

An open door culture is one in which the Remote Manager consciously creates an environment that invites team members in. In such an environment, team members know they belong and are free to do their best work.

The first step in creating an accessible environment is to identify and remove barriers to the easy flow of communication. The key to identifying and removing barriers is to put yourself in the shoes of the team members you serve and to look at your work environment from their eyes. Don’t assume everyone will know when or how to communicate.

Communicate, verbally and visually, that you are available to listen, advise, and assist. Fit your specific tactics to the unique factors of your operating situation and change them as they need to be changed.

Here are some common barriers that remote teams encounter and some suggestions for tackling them.

😕 Uncertain rules of engagement

Every business has informal rules that govern engagement between team members. Historically, new team members learn these rules by observing colleagues as they engage with each other. For the remote team, these cues are missing and that may leave team members feeling uncertain about expectations regarding initiating conversations, especially with their Remote Manager.

Remove this barrier by regularly sending clear signals about the informal rules of interaction. Think about how individuals within your team understand:

• When — time of day, time of week, blackout times/days
• Length — default time frames for meetings, impromptu conversations, issue management, questions
• How — calendar invite, phone call, impromptu video conference
• Frequency — multiple small engagements daily, longer engagements a few times per week, longer scheduled weekly engagement

Help them mentally construct a framework for successful engagement with yourself and each other.

🚨Fear of interrupting

In the world of physical offices, an open door signals that people can drop by for a discussion without interrupting work. In remote work, these time-tested signals are missing and it leaves many team members hesitant to reach out for help. Encourage team members to reach out when they have questions or need support. Make it clear that interruptions are welcome because open communication is valued.

⏰ Time zone differences

Time zone differences may create a sense of inaccessibility. The easier you can make the math required to find times to meet, the more connected your team will feel. Schedule regular meetings or open office hours that overlap various time zones so that everyone has an opportunity to connect. Seek common ground on working hours so that team members who need regular contact feel comfortable reaching out — knowing who is working and when.

🙅‍♀️ Communication channel confusion

The number and type of communications channels available to us today is almost overwhelming: video conferencing, email, phone, texting, group chats, direct messaging and on and on. Ironically, having so many ways to communicate can create a barrier in deciding how to communicate. Establish and frequently reinforce preferred channels for different types of communication. At minimum, be clear about what channels to use for casual conversations, urgent issues, or brainstorming/solutioning suggestions.

Technology enables our remote workforce. So use it to create the connections you need to sustain a productive, engaged workforce. Take a look at the suite of tools you are already using to connect your team members. Can you tweak the way that you are using them to improve their emotional value to the team?

Here are a few easy suggestions.

🎥Encourage camera usage

Encourage the use of video calls when possible. Seeing each other’s faces closes the proximity gap and connects us at a human level. It removes the “man behind the curtain” feeling and encourages approachability. Video calls lets us to see visual cues that helps us provide better support. When coupled with the recommendations in Make Time for Unstructured Engagement, video use makes our interactions more personal and fulfilling.

There may be reasonable concerns by some team members about camera usage. Be sensitive and solutions focused. Understand the objection(s) and look for respectful ways to resolve the concerns in a way that values all team members. Be creative and inclusive, but make decisions based on the long term development of all team members.

🎯Asynchronous synchronization

Use written communication platforms to support conversations that do not need to happen in real time. Especially where there are multiple time zones or other time constraints (travel, scheduled meetings, etc.), asynchronous conversations can catalyze connections and accessibility.

Instant messaging platforms, like Slack or Teams, can be organized to clarify which channels are real-time conversations and which are asynch. Collaborative productivity platforms that support collaborative design, editing, and commenting can add a new dimension of accessibility native to the remote workforce.

Set ground rules for when and how to use these platforms. Regularly remind the team so there is no confusion.

What does your virtual welcome mat look like?

Being accessible requires clear signals about availability and the ability of others to follow up on that information. Create virtual signposts to welcome your team in.

🏠Open door/closed door

Use status updates on your communication platforms to signal when you are available, busy, or away. Encourage our team members to do the same so that it is easy to tell who is available at any given moment in the day.

🗓️Calendar sharing

Share your calendar so that it is easy for team members to book time with you. Encourage them to initiate meetings or direct interactions based on your schedule. Be proactive in blocking out time for deep work so that you aren’t distracted when your team members schedule time with you.

👋Frequent check ins

Be intentional about scheduling regular one-on-one calls with your people. These check ins are not status reports; they are opportunities to build relationships. For less experienced team members, they can be opportunities for mentoring and grooming. For everyone, they provide opportunities to build trust and rapport. They demonstrate your commitment to being approachable so that when the team member needs you, they have a history of deep connection to draw on.

For the Remote Manager, an open door culture is not about physical space. It is about creating an environment of availability, approachability, and openness. It is about sending the message that “You belong here. I am here for you. My goal is to help you succeed.”

By identifying and removing barriers, leveraging technology, and creating virtual signposts, our teams have a healthy and productive way to do their best work. Your virtual world is one that works for the very real human beings giving their very real time, skills, and expertise. Being accessible honors their commitment.