How leaders can make the most of remote work

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Remote work is no longer a temporary solution or a means to an end. This is now our reality. Learning how to build effective, reliable and engaged teams in a virtual world is more important than ever. When GoodHire surveyed 3,500 American workers about the state of remote work, they found that employees would give up perks like raises and benefits to continue working from home. In fact, 68% said they would prefer working from home to .

So what does this mean for leaders? Many are adopting new strategic ways of thinking when employing teams.

Socially, a lot is lost when employees work from home: the chat that helps employees bond is lost, and after-work drinks are rare. And we also lose aspects of our work: Team spirit can dissolve if employees only communicate virtually, and many typically only talk to those they work with directly. There are fewer accidental contacts.

Some employees suffer from loneliness when working from home or struggle to find a balance between work and private life, which has an impact on their productivity and performance. That's why leaders are instilling new ways of working that focus on building the confidence of a team working remotely. Here's how they do it:

Related: The Value of Flexible Management in the Age of Remote Work

Develop a Mutual Trust Routine

Over the past two years, we've often heard horrific stories of companies requiring their employees to participate in eight-hour-plus video calls to monitor their work habits. Or employees who were afraid to leave their desks for even a few minutes in case their manager thought they were slacking off. This constant monitoring is not good for anyone and sends the message to your employees that you don't trust them.

It's best to set expectations for your team about what you hope they will accomplish on a daily, weekly, or monthly basis, and trust them. Make sure everyone is clear how you want them to work remotely, how often you want them throughout the day, and how to do it. Focus on their results rather than daily activity. Micromanagement won't benefit anyone.

Encourage honesty and transparency

Assumptions are frequently made when it comes to remote work. Without these visual body language cues, messages can seem abrasive or direct when they were never intended that way.

Employees need to be taught and encouraged to “never assume”. If they detect an unusual tone in an email or message, remind them to always follow up with a clarifying question or video chat to make sure everything is okay. Sometimes, as a leader, that means listening even more carefully than usual and reading between the lines to understand your colleagues' feelings if they're having trouble opening up.

Expect the workplace to have a balance of email communications and video chats, and in-person meetings when possible. This variety will ensure that no one mode of communication dominates the working relationship. It's also helpful to have one-on-one interviews with the people you manage and encourage them to do so as well. When you can't see a colleague working in the same room, you may miss body language or facial cues that portray their frustrations or feelings. It would be best if you made a conscious effort to ask them.

Related: What the work-from-home boom means for your future

Make a point of sharing successes and victories

In the office, it's easier to have casual conversations about good feedback you've received, a project you've completed, or a client you've impressed. These conversations come naturally when you're in person and boost employee morale. That's why it helps to make these conversations intentional when working remotely.

Make a conscious effort to share successes and victories weekly or bi-weekly with your team. It's easy to do when you...