At the end of the training, P&MS will be able to :
- Understand their managerial positioning with regard to the specificities of distance working
- Identify their current practices and the levers of action to manage a team remotely.
- Set up operating rules, specific tools and information and communication relays adapted to a remote team
- Managing and monitoring individual and collective performance using dashboards
- Training to communicate better at a distance with your interlocutors
- Building delegation contracts that encourage employee autonomy
1. Understanding and mastering the multiple dimensions of remote management
- Identifying the particularities of teleworking
- Identify the advantages and risks of this type of management
- Identify the specificities of remote management in relation to your institution (organisational and communication dimensions).
- Identifying managerial issues and key success factors
- Understanding the needs of off-site employees
- Assess the need for and possible frequency of face-to-face meetings
2. Positioning oneself in one's practice of remote management
- Identifying the different roles of the remote manager: motivating, supporting, encouraging, bringing people together, negotiating, managing, evaluating, etc.
- Clarify the role and missions of each one
- Analysing the profile of the remote employee and adapting his or her management
- Practising management styles according to the context: from the directive style to the delegating style
- Identify the causes of motivation/demotivation due to telework.
- To tactfully manage by objectives and to set realistic and motivating objectives with the remote worker.
- Practicing delegation: communicating, setting it up, following it up and securing it despite the distance
3. Inform, communicate and monitor from a distance
- Ensuring your presence as a manager: neither too much nor too little
- Be doubly vigilant about the image conveyed by your written and oral communication. Use constructive language. Useful rules for writing emails
- Make useful use of the collaborative tools available: instant messaging, internal messaging, social networks for professional use, etc.
- Facilitate a conference call or video conference
- Valuing individual contributions. Give regular and sincere recognition
- Maintain an open team climate conducive to exchanges. Ensure regular contact
- Negotiating at a distance: using active listening and questioning techniques
- Knowing how to detect and soothe tensions. Defusing conflicts from a distance
- Conducting an evaluation interview and organising a reframing with a member of staff
- Maintain a sense of belonging to the team. Develop and maintain trust over time
- Agreeing on the monitoring tools and dashboards for the employee, the team, etc.
- Formalise progress contracts
Directors and department heads
