Helicopter Leadership: How to Manage Collaboration in a Remote World

The pandemic, the unexpected catalyst that flipped our work lives upside down and introduced us to the wild world of remote work. But is it all sunshine and rainbows, or are we doomed to be led by overbearing helicopter bosses?

A trend that had barely surfaced prior to the pandemic, and whilst many are singing praises for working in their pyjamas, leaders have found themselves navigating unfamiliar waters, leading remote teams without proper leadership, struggling to adapt to the demands of a dispersed workforce. While workers argue that they can maintain equal efficiency while working remotely, it’s important to understand the limitations, concerns and disconnect highlighted by leaders and organisations.

“85% of leaders say the shift to hybrid and remote working has made it hard to be confident that employees are being productive.”[1]

Employees imprisoned in a Virtual Cage: Research has uncovered a spine-chilling reality: a substantial number of managers are grappling with the effective management of remote teams. This struggle has manifested in a prevalent issue – micromanagement mayhem. The inability to physically "see" employees has led some managers to resort to excessive control and constant monitoring, giving James Bond a run for his money. However, this approach, far from fostering productivity, has resulted in adverse consequences for both managers and their teams, ultimately making employees feel like prisoners in their own homes. Your boss hovering over your virtual shoulder, breathing down your Zoom call, and flooding your slack with a million messages a minute. Sound familiar?

Remote employees subjected to micromanagement often feel a lack of trust from their managers. The relentless scrutiny, demanding immediate replies, and making us feel like we can’t pick our own lunchtime. Such an environment erodes employees' confidence and hampers their ability to perform at their best. Rather than empowering individuals through flexible working, micromanagement stifles creativity and innovative thinking, ultimately impeding the organisation's progress.

A study from Track Time 24, revealed that almost half of employees believe trust from management has declined, and 20% of them say micromanagement is the ultimate stress-inducer. The pressure to be constantly available and the inability to disconnect from work intensify work-home conflicts, especially for those juggling familial responsibilities.

Even the die-hard remote work fans acknowledge that collaboration and communication take a nosedive when employees lack regular in-person interactions or those impromptu, informal exchanges; think desk-based dialogue, coffee machine conflabs and Thirsty Thursdays (Mondays, Tuesdays, Wednesday, Fridays). In-person meetings are also more likely to veer off in different directions and create more unique ideas than those behind a screen. CEOs are mourning the decline of their beloved company culture, realising it’s the secret to a successful bottom-line performance. A strong culture typically correlates with heightened employee engagement, which in turn leads to increased productivity.

Not everyone is on the hybrid working bandwagon. In a KPMG survey, nearly two-thirds of CEOs at multinational companies said they dreamt of a full-time, in office utopia by 2025.[2]

Empathy hats on! Ignoring the challenges employees have faced in this remote jungle, and the subsequent influence on their willingness to return to the office, could fuel The Great Resignation phenomenon.[3] While initiatives like parental leave or adaptable work schedules play a pivotal role in assisting employees return to the office, it is equally imperative for leaders to serve as beacons in directing the ship by earnestly showcasing their commitment to attaining a harmonious balance.

The saga of the pandemic’s remote work revolution has introduced a new dynamic in the corporate landscape. While hybrid working has its perks, the challenges it presents demand thoughtful consideration and proactive management. The transition to remote working has highlighted the critical importance of trust in leadership. Micromanagement, while born from good intentions, ultimately undermines employee autonomy and stifles innovation. Communication, collaboration, and company culture emerge as cornerstones in this new era of work. Whether in the office or working remotely, the value of in-person interactions for fostering creativity and camaraderie is undeniable.

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