Techniques to help you gain confidence when speaking English right now!

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Share For many, working from home, and communicating through digital mediums like Slack, Zoom, and WebEx, are nothing new.


Many business models have supported virtual work for years as a necessity to accommodate employees and clients in various locations. Still, while technology has improved our ability to get work done and communicate remotely, we have not yet been forced to develop a set of best practices for leading remote teams at the capacity that has been brought on by this crisis. Every day, I watch my teenagers laugh and chat with their friends on Facetime, as if they were just another person in the room.

This lack of comfort makes it harder for some to open up, connect, trust, and communicate with each other virtually.

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If you are a leader today, in a virtual setting, you may be struggling to display the same level of authenticity and provide your team with the same sense of safety as you did in person. Interpersonal dynamics are harder to manage. Both for technical reasons and because people are harder to read over video, the appropriate affect, tone, pacing, and facial expressions that we rely on for effective communication in person are more difficult to give and receive virtually, especially in group settings.


New skills are required, from you. Knowing that is half the battle. With these factors as a backdrop, ask yourself five questions to ensure you are being the best leader you can be as you manage your team from home.

Am I being strategic enough? Strong leaders practice strategic communications in every interaction, be it a full-day meeting, an hour-long meeting, a sales call, a one-on-one check-in, or even an email.

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Before every exchange, take time to think about your purpose, audience, and the context of the exchange. Then write down your objectives, agenda, and the amount of time you want to spend on each item.

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It helps to make your objectives broader than usual. For example, what do you want the other person or people to feel after you talk? Challenge yourself to up the engagement quotient to make up for the deficit of face-to-face interaction.

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This means asking more questions during your interactions, checking in with team members to make sure you are aligned, and leaving extra time for those moments to take place during presentations or group meetings.

Have I revamped communication plans for my direct team and the organization at large? For example, you must now think about how you will run your weekly check-ins with team members.

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Will you hold these meetings by phone, over slack, or schedule a video call? While best practice says video is best, you may need to adjust your approach based on the preferences of individual employees. The same goes for meetings with clients and other stakeholders.

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Using a table in a word document or Google Sheet can help you create a comprehensive plan for different types of meetings. Create at least four columns, including one for each of the below items: Mode of communication i. Do I need to schedule more check-ins with my direct reports to make up for the lack of being in person? Does that meeting that took an hour in the office need to last the full 60 minutes online?

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Should each communication be followed by a detailed email summary to keep everyone on the same page? Looking at the entire plan will allow you to optimize it. How might I reset roles and responsibilities to help people to succeed?


Some people thrive while working remotely, while others may feel a lack of motivation or encounter other unforeseen challenges. What challenges are you facing? What do you think you need to be successful? How can I, or the team, help?

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You may find that you need to shift responsibilities around or invest in training sessions for those who feel less comfortable. For example, one of your team members might excel at running meetings in-person, but lack either the technical or facilitation skills to run them remotely. Or you may find that you have an individual who participates actively during in-person meetings, but not as actively in virtual meetings. In these conversations, also be sure to ask for their feedback and thoughts with respect to how the team can improve.

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Remember that respect, authenticity, and caring speak as fast as the leader of the option foundational to strong leadership.

Am I keeping my eye on and communicating about the big picture? With your to-do list looming in front of you, and no colleagues to pull you out of your head, you may be tempted to stay buried in the weeds. But people rely on leaders for direction, especially during uncertain times.

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This means, no matter how many small tasks are clogging your calendar, you need to be able to pick your head up and keep one eye on the bigger picture. Do this by blocking off time on your personal calendar to think about strategy. Or, if your thoughts are clear, schedule a strategy session with your team.

Are there opportunities for us to improve our business model? Is our team engaged, productive, and inspired to do their best work? What more can I do to strengthen our company culture? I am continually struck by the stories I hear of teams growing even stronger during this time.

Best practice was yesterday

Many of the most resilient leaders I work with have accomplished this by finding opportunities to align, engage, and inspire their teams around a purpose. One way to accomplish this is to regularly set aside time for team members to highlight and share wins delivered either to customers, each other, or binary trend trading the business itself. If meeting time is tight, a slack page, a quick email or another type of non-verbal communication can also be used.

To bring people together, you may also consider prioritizing some team building avenues that were less essential before.

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Many of our clients have begun conducting virtual social hours, meditation groups, art sharing clubs, team music speak as fast as the leader of the option, and fitness challenges. While these options may not be for everyone, they are just a handful of examples we have seen initiate positive team dynamics. Is there a silver lining to our current business environment?

I would say, yes.

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The leadership skills you are building now will continue to serve you after Covid There is no going back to exactly where we were before. If our free content helps you to contend with these try binary option without registration, please consider subscribing to HBR.

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A subscription purchase is the best way to support the creation of these resources. Read more on Change management or related topics Leadership and Leading teams Melissa Raffoni is CEO of The Raffoni Groupa boutique professional services firm that helps CEOs realize their highest ambitions while improving the quality of their personal and professional lives.

She is recognized for her thought leadership in the areas of CEO effectiveness, strategy, execution, leadership and organizational alignment.