In times of uncertainty and seclusion, people seek guidance and stability. In the workplace, they usually turn to their superiors. It can be hard for managers to live up to these expectations, and the task of managing people remotely is one few leaders have been prepared for. It’s harder to grasp the context in which colleagues work and live — as well as the challenges they may face — when you don’t see them regularly. All of this increases the likelihood of misunderstandings and can put additional strain on team relations.
5 Behavioral Biases That Trip Up Remote Managers
And how to counteract them.
June 01, 2021
Summary.
Most managers weren’t prepared to lead remote teams, and they’re expected to adapt to the changing situational demands and to provide guidance and stability. Managers should take behavioral science into account to ensure the most effective team management in situations of increased uncertainty. The authors present a checklist of five biases that leaders should watch out for when managing remotely, as well as some scientifically proven tactics to counteract them.
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HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.