Management
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen, and in Mauritius the distance is often in hours before it is in kilometres. One day to set clear rules from the start, write objectives that can be read without you, and keep rituals that do not wear away.
What you will be able to do
- Know the stages of managing at a distance
- Set clear objectives for remote and home working
- Put planned rituals in place with each team member and with the team
- Adapt your remote management to the personality of each team member
Programme
The main principles to respect
- The principles of managing at a distance
- Shared perspectives: the difficulties each participant meets when managing remotely
- Defining the prerequisites of remote management, in a workshop
The stages of managing at a distance
- How to raise the possibility of remote working
- The rules to set from the start
- Setting clear objectives for each person
Rituals, small and large, individual and collective
- The rituals to keep
- Organising the team's motivation at a distance
- A few tools to use
Recognising and correcting at a distance
- The balance between recognition and corrective feedback
- Practice and shared-reflection workshop
The remote one-to-one
- An essential management tool
- Each manager's own specific issues
Adapting remote management to each profile
- An introduction to a method for adapting to another person's behaviour
- Evaluation and close of the day
What this training gives you
Keeping motivation and cohesion at a distance, and balancing delegation, ownership and trust when you cannot see the work being done.
One day, built around what a manager can put in place within the week.
A distance counted in time zones
For most participants here, distance does not mean working from home: it means the time difference. A financial services team set to London hours, a BPO floor aligned with Paris, a client in Mumbai, a regional head office in Nairobi. The manager arbitrates between people who are never awake at the same time.
The day is built on that: rituals that do not depend on being in the same room, objectives written to be understood without a spoken explanation, and feedback that survives being given in writing.
Questions about this training
Is this only about working from home?
No, and in Mauritius that is rarely the main case. The most common distance is in time: a team aligned with Europe or Asia, a client who sleeps while the team works. The mechanisms are the same and the day covers both.
Where should you start?
With the rules, set at the start. Almost every case brought to this day comes back to expectations that were never stated: availability, response times, what gets decided without you, and what does not.
How do you run a one-to-one at a distance?
Shorter, more often, with the agenda sent beforehand. The day works on the format and participants practise it, because a one-to-one that works face to face usually fails as it is over the phone.
Is one day enough?
One day, deliberately. It is a first level built around a small number of things a manager can put in place the following week. Teams that want to go further usually continue with the manager-leader programme.
Related trainings
The manager-leader toolkit
The firm's core programme, and the first one most Mauritian participants follow. Three days to stop settling things case by case: set a framework, correct without humiliating, delegate for real, and hold the one-to-one that the diary always drops first.
Non-financial motivation levers and team coaching
When your best person gets an offer from Canada or Australia, the raise you can give does not compete. Two days on the levers you really control: autonomy, recognition, visible progress and meaning, adjusted person by person.
Visual management: first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to build yours, decide what deserves a place on it, and run the daily meeting so the team takes ownership of it rather than putting up with it.