What Great Remote Managers Do Differently
hbr.org
40% of leaders were unprepared to manage remote employees, and 41% struggled to keep their remote team members engaged Similarly, only 40% of employees working from home reported feeling supported by their superiors. They wanted their managers to be present, hands-on, and operationally vigilant with
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- 40% of leaders were unprepared to manage remote employees, and 41% struggled to keep their remote team members engaged
- Similarly, only 40% of employees working from home reported feeling supported by their superiors.
- They wanted their managers to be present, hands-on, and operationally vigilant without being intrusive. In other words, employees don’t want their managers to micromanage them; they want their managers to micro-understand their work.
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