Leading Remote Teams with Emotional Intelligence is Where it’s At
Leading remote teams with emotional intelligence requires leaders to use skills they may not have had to use before.
When leaders are tasked with leading people remotely, the areas of emotional intelligence become more important to double down on as a leader. These are, of course, the areas of self-awareness, self-regulation, motivation, empathy, and social analysis.
When leading remote teams and new remote workers, disrupted, disturbed, and potentially resistant to the idea of working remotely, a leader is going to want to engage with empathy and social analysis first.
Self-awareness engagement helps the leader to constantly be “self-checking” what they are feeling virtually and remotely.
Finally, self-regulation helps with not sending an IM to quickly and with sending measured, actionable, concise email communications and avoiding all the worst ways we tend to use email instead of face-to-face communication in the office.
Leading Remote Teams: What We Are Missing
What we may be missing though, is the ability to measure the value of what the team is creating. Value creation is about making change, moving a project forward, making a difference, creatively responding to disruption, and a host of other things.
It requires self-awareness the other aspects of emotional intelligence for leaders, who have prioritized face-to-face and physical space sharing to “prove” the efficacy of work in the past, to move past these markers of productivity and “success” that weren’t that great of metrics in the first place.