The best way to find out if you can trust someone is to trust them. - Hemingway February 10th was my first day as Managing Partner at Education Elements. On March 11th, 30 days into my new job, I was on the phone with our CEO making critical decisions about our response to the exploding Coronavirus crisis.
Last summer, I decided to hit the road for a year as a “digital nomad,” giving up my apartment in Brooklyn, consigning my clothes, and storing a few treasured items in the basement of my childhood home. I took this leap because I wanted to be more nimble to visit our district partners, attend education events and conferences, and celebrate Simchas (the hebrew word for a Joyous Occasion, and the root word for my name Simma) with friends and family all over the country. This all came to a halt mid-March.
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There is a strange contrast between moments during this time. I wake up with the sun, hearing the birds chirping and families playing with their young children outside. Then, during my near-daily walk around my neighborhood, I offer a timid hello to those I pass. Our eyes meet, and I see the corner of their eyes turn up while the rest of their face is obscured by a mask. We both move in our opposite directions down the sidewalks, and life carries on - and so does the work at Education Elements.
To close out this series on how to get your organization primed for remote work, I’d like to explore some pitfalls of working remotely and share tips for avoiding them. It can be easy for virtual meetings to get very tactical since participants are wary of conversations that are too long and fail to stimulate them. This can lead to several other issues that can derail a meeting. To avoid this pitfall, it’s important to have a strong facilitator that can bring people together to agree on a set of protocols and norms for any given meeting. Such norms might include not having side conversations, so as to not distract others.
Distributing information in an organization can sometimes feel like playing telephone. When we need to share information with teammates, it can be easy to start small, by having side conversations with colleagues sitting nearby. If you know how telephone is played, you know that this can be a recipe for disaster, with people passing on diluted information they did not have adequate time to reflect on. However, in a remote work environment, we have an opportunity to think about how we can distribute information quickly and equally throughout an organization to avoid confusion and misalignment.
Many leaders are making decisions that impact their entire organization in response to the COVID-19 outbreak. As with many decisions with far-reaching implications, building consensus may be an obvious instinct for many. However, in a time with so much uncertainty, there can be many drawbacks to aiming for consensus – chief among them being too much input, causing the process to stagnate. Remote work provides the opportunity for leaders to try things differently and to avoid some of the traps that come along with integrating the input of many team members.