RISMedia's Real Estate Magazine

JUN 2019

Real Estate magazine is the industry's leading source for real estate news and information since 1980. Published monthly by RISMedia, Real Estate magazine offers timely and relevant real estate news to the industry's top brokers and agents.

Issue link: http://remag.rismedia.com/i/1119997

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Page 93 of 118

RISMedia's REAL ESTATE June 2019 89 This is why you must be intentional about projecting to your remote workers the kind of environment and team culture you want, says David Deacon. "You must ask more, listen better, clarify more, explore challenges to - gether, and engage on personal stuff in addition to work stuff," says Dea - con, author of "The Self-Determined Manager: A Manifesto for Exception - al People Managers." Deacon says the best managers seek to intentionally shape work en - vironments. He describes managers who excel at creating the best envi - ronments, where people thrive and great work gets done, as "self-deter - mined managers." This is challeng- ing and relentless work even when everyone works in close quarters. So, when distance is a factor, great managers must push even harder to build a positive culture and get the most out of their team. Here are eight things the best managers do to successfully lead remote teams: 1. THEY KEEP IN TOUCH. Great man - agers connect with their people by email, Skype, or phone. This isn't an occasional event either; it's a regular and predictable conversa - tion that they look forward to. 2. THEY FOCUS ON MORE THAN TASKS. The best managers know they need to show that they worry about everyone's successes and challenges. It's not only about the project or job at hand. 3. THEY TALK ABOUT PERSONAL STUFF AND PROFESSIONAL STUFF. Being remote doesn't mean treating people like distant relatives. Good managers master the art of chatting and also take time to discuss and share infor - mation about what's going on. 4. THEY EVEN TALK ABOUT THEM - SELVES A LITTLE. They know that managing well is personal, and they don't forget this just be - cause their team member isn't in the room with them that day. 5. THEY LISTEN MORE CAREFULLY. The greatest managers listen more when they're talking with people who aren't in the room with them. They're more atten - tive, more alert for signs and clues, and more conscious of the need to understand what's really going on. 6. THEY GET REALLY CLEAR ABOUT WHAT THEY NEED DONE. They know the goals their employee needs to achieve and what stan - dards need to be met. They know it's harder to course correct along the way when everyone is remote and that less time together re - quires more clarity up front. 7. THEY ASK MORE QUESTIONS. Great managers ask questions about context, about things that get in the way, about local rela - tionships, and about resources. They make fewer assumptions that they know how things are or what would be best, so they in - quire more and assume less. 8. THEY DO MORE COACHING. They do so not because remote em - ployees need more coaching than other team members, but because there's a ton of value in exploring alternatives and op - tions, and that's what coaching is. As a result, a large part of the conversation is the manager and the remote worker together com - ing up with great solutions given the environment the employee is working in. "It takes a conscious effort to avoid the pitfalls of managing remotely," concludes Deacon. "You can get the best out of your remote workforce by showing up for your team and pro - jecting a supportive environment to them. Anything less and you're miss - ing a valuable opportunity to get the very best from your people." RE David Deacon is the author of "The Self-Determined Manager: A Manifesto for Exceptional People Manag- ers." He has been a Human Resources professional for more than 30 years and has worked for a variety of the world's leading companies, including Credit Suisse and MasterCard, and has lived and worked in the U.S., the UK and Asia. For more information, please visit www.selfdeterminedmanager.com. 8 Ways to Successfully Manage From Afar M anaging remotely has quickly become the norm in today's work world, especially for real estate brokers and managers. And yet, it's not easy. With more employees working remotely or on flex schedules, it can be tough to create the connection you need to help people do their best work. You can't pick up on non-verbal cues. You can't tell if they're having a good or bad day. You can't have those quick, informal interactions needed to form comfortable, cooperative relationships.

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