FOLLOW THROUGH BEHAVIOURS: THE AKRASIA EFFECT

A brief story:

In the summer of 1830, Victor Hugo was facing an impossible deadline. Twelve months earlier, the French author had promised his publisher a new book. But instead of writing, he spent that year pursuing other projects, entertaining guests, and delaying his work. Frustrated, Hugo’s publisher responded by setting a deadline less than six months away. The book had to be finished by February 1831.

Hugo concocted a strange plan to beat his procrastination. He collected all his clothes and asked an assistant to lock them away in a large chest. He was left with nothing to wear except a large shawl. Lacking any suitable clothing to go outdoors, he remained in his study and wrote furiously during the fall and winter of 1830. The Hunchback of Notre Dame was published two weeks early on January 14, 1831.

Procrastination is usually a “yes” or “no” question”

For more conventional instances, consider addictive behaviour patterns or compulsive traits like over-shopping and blowing the budget, or manic media use; maybe even something like starting an argument one “knows” one will regret and that will lead to trouble or grief.

Having an explanation seems good because it suggests some kind of intervention based on that knowledge, but in some cases, it just doesn’t work. Yet we still feel the hypnotic pull toward explanations, even if the terms being explained are just accepted in a very uncritical way.

When we make a decision to do something or not, our brain usually has a “gut instinct” answer of yes or no, before the words even come out of the mouth. We consider what benefit it has first, and then what benefit it may have for another person. Then we consider other criteria like time, strength, and effort it will take before we actually decide what it is we are going to do. This all happens in a split second before we commit, and the answer comes out of the mouth.

Often, procrastination occurs when you have decided to complete a task, but you keep postponing until later without consciously choosing to do it then. Not all procrastination is bad procrastination. There are two types of procrastinators- active and passive.

Though you may be convinced by this that you are an active procrastinator the truth is most of us are actually passive procrastinators. We delay our work just because we can and with no justifiable reason.

Maybe it is better to try to “own” the behavior rather than blaming externals. So, it is not necessarily a useless idea. The concept of Akrasia is a sort of promise the executive self makes to itself about self-control and autonomy. And it is also the basis for promises one makes to other people about accountability, or rather, explanations for the occasional breakdown and exception.

The Ancient Problem of Akrasia
Human beings have been procrastinating for centuries. Even prolific artists like Victor Hugo are not immune to the distractions of daily life. The problem is so timeless, in fact, that ancient Greek philosophers like Socrates and Aristotle developed a word to describe this type of behavior: Akrasia.

Human behaviour is complex, and we interpret through a network of concepts which themselves are cultural and philosophical constructs. If the typical definition of “akrasia” is “weakness of will”, then what is will? If will is some vaguely defined power of “mind”, then what is mind? If mind is an active presence within “self”, then what is self? … and so on.

Akrasia is the state of acting against your better judgment. It is when you do one thing even though you know you should do something else. Loosely translated, you could say that akrasia is procrastination or a lack of self-control. Akrasia is what prevents you from following through on what you set out to do. Why would Victor Hugo commit to writing a book and then put it off for over a year? Why do we make plans, set deadlines, and commit to goals, but then fail to follow through on them?

Also, akrasia is loss of self-control, in the sense of action contrary to reason. In akrasia, there is an ingrained habit in an individual, of the non-rational elements of the soul subverting the rational capacities. Action is usually guided in a range of ways by reason. So akrasia is interesting because it involves a departure from a norm.

Why We Make Plans, But Don’t Take Action
One explanation for why akrasia rules our lives and procrastination pulls us in has to do with a behavioural economics term called “time inconsistency.” Time inconsistency refers to the tendency of the human brain to value immediate rewards more highly than future rewards.

When we make plans for ourself — like setting a goal to lose weight or write a book or learn a language — we are actually making plans for our future self. We are envisioning what we want our life to be like in the future and when we think about the future it is easy for our brain to see the value in taking actions with long-term benefits.

When the time comes to make a decision, however, we are no longer making a choice for our future self. Now we are in the moment and our brain is thinking about the present self. And researchers have discovered that the present self really likes instant gratification, not long-term payoff. This is one reason why we might go to bed feeling motivated to make a change in our life, but when we wake up, we find ourselves falling into old patterns. Our brain values long-term benefits when they are in the future, but it values immediate gratification when it comes to the present moment. This is one reason why the ability to delay gratification is such a great predictor of success in life. Understanding how to resist the pull of instant gratification—at least occasionally, if not consistently—can help you bridge the gap between where you are and where you want to be.

A Framework to Beat Procrastination

Strategy 1: Design your future actions.

When Victor Hugo locked his clothes away so he could focus on writing, he was creating what psychologists refer to as a “commitment device.” A commitment device is a choice we make in the present that controls our actions in the future. It is a way to lock in future behavior, bind us to good habits, and restrict us from bad ones.

There are many ways to create a commitment device. We can:

The circumstances differ, but the message is the same: commitment devices can help us design our future actions. The goal is to find ways to automate our behaviour beforehand rather than relying on willpower in the moment.

Strategy 2: Reduce the friction of starting.

The guilt and frustration of procrastinating is usually worse than the pain of doing the work. In the words of Eliezer Yudkowsky, “On a moment-to-moment basis, being in the middle of doing the work is usually less painful than being in the middle of procrastinating.”

So why do we still procrastinate? Because it is not being in the work that is hard, it’s starting the work. The friction that prevents us from acting is usually centred around starting the behaviour. Once we begin, it is often less painful to do the work. This is why it is often more important to build the habit of getting started when we are beginning a new behaviour than it is to worry about whether or not we are successful at the new habit.

We have to constantly reduce the size of our habits. We need to put all of the effort and energy into building a ritual and make it as easy as possible to get started. We need not worry about the results until the art of showing up is mastered.

Strategy 3: Utilize implementation intentions.

An implementation intention is when we state our intention to implement a particular behavior at a specific time in the future. For example, “I will exercise for at least 30 minutes on [DATE] in [PLACE] at [TIME].” There are hundreds of successful studies showing how implementation intentions positively impact everything from exercise habits to flu shots. It seems simple to say that scheduling things ahead of time can make a difference, but implementation intentions can make us 2x to 3x more likely to perform an action in the future.

Fighting Akrasia
Our brains prefer instant rewards to long-term payoffs. It is simply a consequence of how our minds work. Given this tendency, we often must resort to crazy strategies to get things done—like Victor Hugo locking up all of his clothes so he could write a book. But it is sometimes worth to spend time building these commitment devices if our goals are important to us.

Aristotle coined the term Enkrateia as the antonym of Akrasia. While akrasia refers to our tendency to fall victim to procrastination, Enkrateia means to be “in power over oneself.” Designing your future actions, reducing the friction of starting good behaviors, and using implementation intentions are simple steps that you can take to make it easier to live a life of Enkrateia rather than one of Akrasia.

Content Curated By: Dr Shoury Kuttappa.

THOUGHTS AND ACTIONS: IMPACT OF ENVIRONMENT

A Short Story- Jonas Salk and the Polio Vaccine:

In 1952, polio killed more children than any other communicable disease. Nearly 58,000 people were infected. The situation was on the verge of becoming an epidemic and the country desperately needed a vaccine.

In a small laboratory at the University of Pittsburgh, a young researcher named Jonas Salk was working tirelessly to find a cure. (Years later, author Dennis Denenberg would write, “Salk worked sixteen hours a day, seven days a week, for years.”). Despite all his effort, Salk was stuck. His quest for a polio vaccine was meeting a dead end at every turn. Eventually, he decided that he needed a break. Salk left the laboratory and retreated to the quiet hills of central Italy where he stayed at a 13th-century Franciscan monastery known as the Basilica of San Francesco d’Assisi.

The basilica could not have been more different than the lab. The architecture was a beautiful combination of Romanesque and Gothic styles. White-washed brick covered the expansive exterior and dozens of semi-circular arches surrounded the plazas between buildings. Inside the church, the walls were covered with stunning fresco paintings from the 14th and 15th centuries and natural light poured in from tall windows. It was in this space that Jonas Salk would have the breakthrough discovery that led to the polio vaccine. Years later, he would say…

Today, the discovery that Salk made in that Italian monastery has impacted millions. Polio has been eradicated from nearly every nation in the world. Did inspiration just happen to strike Jonas Salk while he was at the monastery? Or was he right in assuming that the environment impacted his thinking? And perhaps more importantly, what does science say about the connection between our environment and our thoughts and actions? And how can we use this information to live better lives?

The Link Between Brains and Buildings

Researchers have discovered a variety of ways that the buildings we live, work, and play in drive our behavior and our actions. The way we react and respond is often tied to the environment that we find ourselves in. For example, it has long been known that schools with more natural light provide a better learning environment for students and test scores often go up as a result. (Natural light and natural air are known to stimulate productivity in the workplace as well.)

Additionally, buildings with natural elements built into them help reduce stress and calm us down (think of trees inside a mall or a garden in a lobby). Spaces with high ceilings and large rooms promote more expansive and creative thinking.

So what does this link between design and behaviour mean for us? Change Your Environment, Change Your Behaviour. Researchers have shown that any habit you have — good or bad — is often associated with some type of trigger or cue. Recent studies (like this one) have shown that these cues often come from your environment. This is important because most of us live in the same home, go to the same office, and eat in the same rooms day after day. And that means you are constantly surrounded by the same environmental triggers and cues.

If our behavior is often shaped by our environment and we keep working, playing, and living in the same environment, then it’s no wonder that it can be difficult to build new habits. Studies show that it is easier to change our behavior and build new habits when we change our environment.

We are more reliant on environmental triggers than we’d like to think. In one study conducted on “habits vs. intentions,” researchers found that students who transferred to another university were the most likely to change their daily habits. Those habits were easier to change than the control group because they weren’t exposed to familiar external cues.

The mirrors research on the stimulus control theory, or the effect of a stimulus on behaviour shows that techniques involving stimulus control have even been successfully used to help people with insomnia. In short, those who had trouble falling asleep were told to only go to their room and lie in their bed when they were tired. If they couldn’t fall asleep, they were told to get up and change rooms.

Strange advice, but over time, researchers found that by associating the bed with ‘It’s time to go to sleep’ and not with other activities (reading a book, just lying there, etc.), participants were eventually able to quickly fall asleep due to the repeated process: it became almost automatic to fall asleep in their bed because a successful trigger had been created. Perhaps we are more like Pavlov’s dogs than first imagined, it is interesting to see how small cues can greatly impact our behaviour.

If we are struggling to think creatively, then going to a wide open space or moving to a room with more natural light and fresh air might help us solve the problem. (Like it seemingly did for Jonas Salk). Meanwhile, if we need to focus and complete a task, research shows that it’s more beneficial to work in a smaller, more confined room with a lower ceiling (without making ourselves feel claustrophobic, of course).

And perhaps most important, simply moving to a new physical space — whether it’s a different room or halfway around the world — will change the cues that we encounter and thus our thoughts and behaviors. Quite literally, a new environment leads to new ideas.

Putting This Into Practice

In the future, we hope that architects and designers will use the connection between design and behavior to build hospitals where patients heal faster, schools where children learn better, and homes where people live happier. That said, we can start making changes right now. We do not have to be a victim of our environment. We can also be the architect of it. Here is one simple 2-step prescription for altering our environment so that we can stick with good habits and break bad habits:

Our environment can also be tweaked to make certain tasks more difficult or easier to do. Here are some examples…

These are just a few examples, but the point is that shifting our behaviour is much easier when we shift to the right environment. Stanford professor BJ Fogg refers to this approach as “designing for laziness.” In other words, change your environment so that your default or “lazy” decision is a better one.

By designing our environment to encourage the good behaviours and prevent the bad behaviours, we make it far more likely that we’ll stick to long-term change. Our actions today are often a response to the environmental cues that surround us. If we want to change our behaviour, then we have to change those cues.

Content Curated By: Dr Shoury Kuttappa.

ZEN CONCEPT: SHOSHIN – THE BEGINNER’S MIND- A SELF INTROSPECTIVE VIEW

During my time, I have played a variety of sports and games in my life. In that time, I had many different coaches (both professional and seniors) and I began to notice repeating patterns among them.

Coaches tend to come up through a certain system. New coaches will often land their first job as an assistant coach with their alma mater or a team they played with previously. Or the coach is a senior who has been on top of the game for a while. After a few years, the coach will tend to replicate the same drills, follow similar practice schedules, and even yell at their players in a similar fashion as the coaches (or seniors) they learned from. People tend to emulate their mentors.

This phenomenon—our tendencies to repeat the behaviour we are exposed to—extend to nearly everything we learn in life. Our political or religious beliefs are mostly the result of the system we were raised in. Although we may not agree on every issue, our parents political attitudes tend to shape our political attitudes. The way we approach our day-to-day work and life is largely a result of the system we were trained in and the mentors we had along the way. At some point, we all learned to think from someone else. That’s how knowledge is passed down.

Here’s the hard question: Who is to say that the way we originally learned something is the best way? What if we simply learned one way of doing a thing, not the way of doing things?

Consider my sports coaches. Did they actually consider all of the different ways of coaching a team? Or did they simply mimic the methods they had been exposed to? The same could be said of nearly any area in life. Who is to say that the way we originally learned a skill is the best way? Most people think they are experts in a field, but they are really just experts in a particular style.

In this way, we become a slave to our old beliefs without even realizing it. We adopt a philosophy or strategy based on what we have been exposed to without knowing if it’s the optimal way to do things.

There is a concept in Zen Buddhism known as shoshin, which means “beginner’s mind.” Shoshin refers to the idea of letting go of our preconceptions and having an attitude of openness when studying a subject. (**Source: Shoshin – The Beginner’s Mind)

When we are a true beginner, our mind is empty and open. We’re willing to learn and consider all pieces of information, like a child discovering something for the first time. As we develop knowledge and expertise, however, our mind naturally becomes more closed.We tend to think, “I already know how to do this” and we become less open to new information.

There is a danger that comes with expertise. We tend to block the information that disagrees with what we learned previously and yield to the information that confirms our current approach. We think we are learning, but in reality we are steamrolling through information and conversations, waiting until we hear something that matches up with our current philosophy or previous experience, and cherry-picking information to justify our current behaviors and beliefs. Most people don’t want new information, they want validating information.

Another way of understanding this. After reading many books on a certain topic, we know it so well that we can’t just skim through similar books. Most of the information will be repetitive, so we need to read line-by-line to discover the one insight we haven’t heard before.

The problem is that when we are an expert we actually need to pay more attention, not less. Why? Because when we are already familiar with 98 percent of the information on a topic, we need to listen very carefully to pick up on the remaining 2 percent. As adults our prior knowledge blocks us from seeing things anew.

How to Rediscover Your Beginner’s Mind
Here are a few practical ways to rediscover your beginner’s mind and embrace the concept of shoshin.

Let go of the need to add value: . . . . Many people, especially high achievers, have an overwhelming need to provide value to the people around them. On the surface, this sounds like a great thing. But in practice, it can handicap our success because we never have a conversation where we just shut up and listen. If we’re constantly adding value (“You should try this…” or “Let me share something that worked well for me…”) then we kill the ownership that other people feel about their ideas. At the same time, it’s impossible for us to listen to someone else when we’re talking. So, step one is to let go of the need to always contribute. Step back every now and then and just observe and listen.

Let go of the need to win every argument: . . . . . . “Others do not need to lose for me to win.” This is a philosophy that fits well with the idea of shoshin. If we are having a conversation and someone makes a statement that we disagree with, try releasing the urge to correct them. They do not need to lose the argument for us to win. Letting go of the need to prove a point opens up the possibility for us to learn something new. Approach it from a place of curiosity: Isn’t that interesting. They look at this in a totally different way. Even if we are right and they are wrong, it doesn’t matter. We can walk away satisfied even if we do not have the last word in every conversation.

Tell me more about that: . . . . . . . One strategy is to ask someone to, “Tell me more about that.” It doesn’t matter what the topic is, we are simply trying to figure out how things work and open our mind to hearing about the world through someone else’s perspective.

Assume that we are an idiot: . . . . . . . . . In his fantastic book, Fooled by Randomness, Nassim Taleb writes, “I try to remind my group each week that we are all idiots and know nothing, but we have the good fortune of knowing it.” The flaws discussed in this article are simply a product of being human. We all have to learn information from someone and somewhere, so we all have a mentor or a system that guides our thoughts. The key is to realize this influence.We are all idiots, but if you have the privilege of knowing that, then you can start to let go of your preconceptions and approach life with a beginner’s mind.

Content Curated By: Dr Shoury Kuttappa.

GENERALIZED ANXIETY DISORDER: AN OVERVIEW

Anxiety disorders are a class of mental disorders that distinguish themselves from other problems with two key features: fear and anxiety. Fear is an emotion experienced in response to an imminent threat (real or imagined). Anxiety, on the other hand, is an emotional state experienced in anticipation of a potential future threat.

Generalized anxiety disorder (GAD)—despite its name—is a specific type of anxiety disorder. The hallmark feature of GAD is persistent, excessive, and intrusive worry.

Who Gets GAD

GAD is among the three most common psychiatric problems in youngsters (alongside separation anxiety and social anxiety disorders). However, early detection and intervention can result in significant or full remission of symptoms and may protect against the development of other problems later in life.

GAD is also the most commonly occurring anxiety disorder in older adults. New onset GAD in older adults is commonly related to co-occurring depression. In this age group, GAD has historically likely been underdiagnosed and undertreated for a number of reasons.

Signs and Symptoms

To meet formalized diagnostic criteria for GAD, excessive anxiety and worry must be present most of the day more days than not for at least six months.

Features of excessive worry include:

1. Worry even when there is nothing wrong
2. Worry about a perceived threat in a manner that is disproportionate to the actual risk
3. Worrying about something for the majority of your waking hours
4. Asking others for reassurance about your specific concern, but continuing to worry anyways
5. Worry that shifts from one topic to another

For people with GAD, the worry is very difficult to control and is associated with multiple physical or cognitive symptoms such as:

1. Restlessness or edginess
2. Fatigue
3. Poor concentration (sometimes with memory problems)
4. Irritability (sometimes observable to others)
5. Muscle tension or soreness
6. Impaired sleep

Many people with GAD also experience other uncomfortable markers of prolonged anxiety, including sweating, stomach upset, or migraine headaches.

Diagnosis

GAD can be challenging to accurately identify because anxiety is an emotional state that everyone experiences from time to time in response to the stresses of everyday life. In fact, moderate anxiety can be quite helpful in a range of ways—for example, providing us with motivation to get things done or to respond to actual threats to our safety if they occur.

Causes and Risk Factors

Like many other psychiatric disorders, GAD is thought to emerge in the context of particular biological and environmental factors. A key biological factor is a genetic vulnerability. It is estimated that one-third of the risk of experiencing GAD is genetic, but genetic factors may overlap with other anxiety and mood disorders (particularly major depression). Temperament is another associated factor with GAD. Temperament refers to personality traits that are often regarded as innate (and therefore might be biologically mediated). Temperamental characteristics known to be associated with GAD include harm avoidance, neuroticism (or the tendency to be in a negative emotional state), and behavioural inhibition.

No specific environmental factors have been identified as specific or necessary to cause GAD. However, environmental features associated with GAD include (but are not limited to):

1. Observation of constant worrying by family members
2. Overprotective parents
3. Modelling of dealing with stress in an anxious manner
4. Exposure to an unsafe setting (including trauma)
5. Periods of prolonged stress

Again, no one factor—biological or environmental—is understood to cause GAD. Rather, the disorder is thought to result from a “perfect storm” of environmental stressors that occur in an individual with a genetic predisposition for anxiety.

Treatment

Treatment for GAD typically falls into one of three categories: medication, psychotherapy, and self-help. Treatment research is ongoing and encouraging, particularly with regards to the helpfulness of approaches like yoga and mindfulness. Because anxiety is a natural part of the human experience and treatments for GAD appear to offer far-reaching benefits on day-to-day functioning, even people with low-grade anxiety may benefit from treatment.

Coping

People with GAD have to cope with a variety of physical, behavioural, and emotional symptoms on a day-to-day basis. There are proven strategies to target each. Social coping strategies, for example, involve talking to someone and recruiting support, while emotional coping strategies like mindfulness and learning the triggers can help quell intrusive thoughts and overwhelm. Every person has a unique situation, and not every strategy will work for everyone. Part of coping involves determining which strategy works best and optimizing it to get the most from it.

For Loved Ones

Living with someone having anxiety has its challenges, but there are several ways that you can help including learning about the problem, discouraging avoidance, limiting reassurance-seeking behaviour, and championing successes large and small. There will, of course, be limits to the ways in which you can be helpful to your loved one with GAD. This is when it is especially useful for your loved one to use the treatment resources (i.e., clinicians) available to them. If your loved one is reluctant to seek treatment for anxiety, or unaware of the severity of the problem, look for a quiet moment to have a non-judgmental conversation about how treatment might be a way to feel better, faster.

Content Curated By: Dr Shoury Kuttappa

MANAGING REMOTE WORKFORCES: BEHAVIOURAL CHALLENGES

In response to the uncertainties presented by Covid-19, many companies and universities have asked their employees to work remotely. The new policies leave many employees — and their managers — separated from each other for the first time.

Common Behavioural Challenges of Remote Workforces

Managers first ought to understand factors that can make remote work especially demanding. Both managers and their employees often express concerns about the lack of face-to-face interaction. Supervisors worry that employees will not work as hard or as efficiently (though research indicates otherwise, at least for some types of jobs).  Many employees, on the other hand, struggle with reduced access to managerial support and communication. Challenges inherent in remote work include:

1. Lack of access to information: 

Newly remote workers are often surprised by the added time and effort needed to locate information from colleagues. Even getting answers to what seem like simple questions can feel like a large obstacle to a worker based at home. This phenomenon extends beyond task-related work to interpersonal challenges that can emerge among remote colleagues. 

Research has found that a lack of “mutual knowledge” among remote workers translates to a lower willingness to give colleagues the benefit of the doubt in difficult situations. For example, if you know that your officemate is having a rough day, you will view a brusque email from them as a natural product of their stress. However, if you receive this email from a remote colleague, with no understanding of their current circumstances, you are more likely to take offense, or at a minimum to think poorly of your colleague’s professionalism.

• Social Isolation and Loneliness: 

Loneliness is one of the most common complaints about remote work, with employees missing the informal social interaction of an office setting. It is thought that extraverts may suffer from isolation more in the short run, particularly if they do not have opportunities to connect with others in their remote-work environment. However, over a longer period of time, isolation can cause any employee to feel less “belonging” to their organization, and can even result in increased intention to leave the company.

Not surprisingly then, it’s a huge health factor that impacts not only our psychology but even our physical health. Isolation and loneliness in humans are just as detrimental. Prolonged isolation can in extreme cases result in things like anxiety and depression.

When working remotely, we miss out on so many opportunities to connect with our colleagues and managers. More than just that, though, we also feel like our teammates don’t hear us the same. We often feel like leadership doesn’t take notice of us the way they do those working in office. A survey of remote employees found that 37% of those surveyed believe that working remotely can lead to reduced visibility and less access to company leadership.

• Distractions in the Environment: 

Typically, we encourage employers to ensure that their remote workers have both dedicated workspace and adequate childcare before allowing them to work remotely. Yet, in the case of a sudden transition to virtual work, there is a much greater chance that employees will be contending with suboptimal workspaces and (due to school and daycare closures) unexpected parenting responsibilities. Even in normal circumstances family and home demands can impinge on remote work; managers should expect these distractions to be greater during this unplanned work-from-home transition.

• Communication issues due to a lack of non-verbal cues:

We lose some of those hallway conversations, and quick in-office chats, but it goes deeper than that. It can become difficult to sense intent in messages between you and your team. The philosophical concept Hanlon’s razor, coined by author Robert J. Hanlon, says that we should “assume ignorance before malice,” when communicating with others. It is based on thousands upon thousands of years of primal programming that causes us to assume something is a threat by default for the sake of survival.

The problem is, that natural defence mechanism doesn’t help us much in a modern workplace. When you’re messaging an employee, they’re liable to assume negative intent when you say something they could take as a “threat” (such as when you offer a critique, feedback, ask a question, etc.), and the same goes for you. Without any of the non-verbal cues to discern intent from what we see and hear, communication issues can easily arise, since almost 90% of all communication is non-verbal. Imagine trying to make an important decision with only 10% of the information.

How Managers Can Support Remote Employees

There are specific, research-based, steps that managers can take without great effort to improve the engagement and productivity of remote employees, even when there is little time to prepare. As much as remote work can be fraught with challenges, there are relatively quick and inexpensive things that managers can do to ease the transition:

1. Establish structured daily check-ins: 

Many successful remote managers establish a daily call with their remote employees.  The important feature is that the calls are regular and predictable, and that they are a forum in which employees know that they can consult with you, and that their concerns and questions will be heard.

• Provide several different communication technology options: 

Remote workers benefit from having a “richer” technology, such as video conferencing, that gives participants many of the visual cues that they would have if they were face-to-face. Video conferencing has many advantages:

1. It allows for increased “mutual knowledge” about colleagues
2. It helps reduce the sense of isolation among teams
3. Useful for complex or sensitive conversations as it feels more personal than written or audio-only communication.
4. Aids in discerning the non-verbal cues of communication that we are so accustomed to.

• Provide opportunities for remote social interaction: 

The easiest way to establish some basic social interaction is to leave some time at the beginning of team calls just for non-work items (e.g., “We’re going to spend the first few minutes just catching up with each other. How was your weekend?”). Other options include virtual pizza parties (in which pizza is delivered to all team members at the time of a videoconference), or virtual office parties (in which party “care packages” can be sent in advance to be opened and enjoyed simultaneously). While these types of events may sound artificial or forced, experienced managers of remote workers (and the workers themselves) report that virtual events help reduce feelings of isolation, promoting a sense of belonging.

• Offer encouragement and emotional support: 

Especially in the context of an abrupt shift to remote work, it is important for managers to acknowledge stress, listen to employees’ anxieties and concerns, and empathize with their struggles. Research on emotional intelligence and emotional contagion tells us that employees look to their managers for cues about how to react to sudden changes or crisis situations. If a manager communicates stress and helplessness, this will have a “trickle-down” effect on employees.

Effective leaders take a two-pronged approach, both acknowledging the stress and anxiety that employees may be feeling in difficult circumstances, but also providing affirmation of their confidence in their teams. With this support, employees are more likely to take up the challenge with a sense of purpose and focus.

Remote Management Tips:

1. Establish Well-defined Expectations:

Everyone has a different idea of what doing something “quickly” or “well” means. Whether showing examples of what you expect to be done, calendar sharing, etc., make sure you have clear expectations from those you work with online.

• Engage Consistently:

Engage your remote workers on a daily basis through some kind of communication. Use multiple channels to communicate. Then, plan a regularly scheduled face-to-face meeting. This can be weekly, monthly, or annually, and could be combined with a training or coaching program. This constant interaction and engagement will help remote workers feel included, which is an important aspect of the organization.  

• Trust the Team:

Sometimes, companies are not willing to embrace a remote workforce because there’s an uncertainty about whether or not the work will get completed at the same level as if they were in the office. To combat this belief, set up work-from-home guidelines, such as emails must be responded to within 24 hours, use text for urgent matters, etc.

• Clarify For Mission, Values, Outcomes And Role:

Remote workers are often frozen out of regular-office human interaction, so on-target overcommunication is critical. Help them get aligned with mission, the values that truly matter to them, as well as the outcomes they love delivering to others and their natural role in any situation. This will keep them truly motivated and working with you longer and more productively.

• Organise Reliable Tools:

If remote employees can’t download files, struggle hearing on a conference call, and consistently receive meeting invitations for times when they are still asleep, you have failed to address the basics. First, invest in reliable tools to make collaboration possible. Then develop clear processes to use such tools. For circumstances when quick collaboration is more important than visual detail, provide mobile-enabled individual messaging functionality (Slack, Zoom, Microsoft Teams, etc.) which can be used for simpler, less formal conversations, as well as time-sensitive communication.

• Focus On Goals, Not Activity:

It is important to manage expectations and stay focused on goals when embracing a remote workforce. Don’t worry as much about what is being done. Instead, concentrate on what is being accomplished. If we are meeting our goals, then great. If not, we need to look into the situation further. It is all about accomplishment, not activity.  

Connect Their Goals With Yours. The world is shifting quickly to a workforce interested in learning and skills advancement rather than stability. Take a moment to connect their interests to the goals of my company.

• Create A Communication Strategy

Managing a productive team remotely begins with a strategy for communication. First, arrange for the appropriate number of weekly formal “report-ins.” Second, set guidelines about daily needs. Some people work better with a shopping list of questions and thoughts while others like a trickle. An understanding of what is urgent will further mitigate inefficiency, allowing ultimate productivity.  

Make each team meeting count with intentional purpose and opportunities to engage and contribute in a variety of ways. Intentionality is an essential practice, particularly when we cannot readily “see” our people. 

• The Importance of One-On-Ones:

Since you don’t have all those moments in the office to build rapport and talk about issues ad hoc, make up for it by setting aside more time for your one on ones with your remote employees. One of the fastest ways to build resentment on your team is regularly cancelling one on ones. Employees miss out on the kinds of information that would naturally spread across an office related to other parts of the company and brief announcements. One on ones provide an opportunity to make up for that as well as handle all the little things that build up over the course of a week.

Content Curated By: Dr Shoury Kuttappa