The Camera Must Be Turned on in the Video Meeting | HRMmitra

Andrea Heitmann

Is a trainer and coach for communication and digital rhetoric as well as an expert in body language and performance skills.

Home office, virtual teams, and digital tools pose problems for organizations. The work situation in the pandemic is a challenge, especially for managers. Andrea Heitmann explains how digital rhetoric helps in leading at a distance.

Springer Professional: Many executives think that leadership in the home office is a question of tools. But what difficulties arise with virtual guidance?  

Andrea Heitmann:  Guided tours using video tools reach their limits in human interaction. Those who understand digital rhetoric can also promote cooperation online and maintain the team spirit. However, direct human interaction is difficult to replace. It's about the social details: the five-minute coffee break together or the small talk in the canteen. It is difficult to sense the feelings, facial expressions, gestures, and posture of our counterpart in the video call. Managers do not immediately know how the employee took up the new task or whether something was unconsciously triggered in the employee, which also resonates after the online meeting. In the office, managers are more likely to sense the well-being of employees.

How should HR managers design leadership at a distance against this background?

Managers often complain that their team no longer works as well in the home office as in the office. The employees, on the other hand, complain that they work more in the home office and that they lack balance. In our experience, employees are more productive when they feel their employer's trust. This is also proven by numerous studies. It is a management task to convey this over a distance and to strengthen cooperation. This not only affects the individual but the entire team performance out. The easiest way to create a sense of togetherness with the team from a distance is through video meetings. Only then will everyone be seen and heard. However, online meetings need more thorough preparation for this purpose.

Despite numerous calls, employees in the home office often complain about poor communication. What do managers have to pay attention to?

Anyone who deals with the properties of digital rhetoric and understands the rules of digital interaction is well on the way to leading virtual teams. After the technical preparation for all those involved, it is about their proactive involvement. This can be done by jointly designing and prioritizing the meeting agenda. It also makes sense to take more time for social conversations to show interest in people as a manager. Also, there should be clear meeting rules: the camera must be turned on, if you want to say something, you raise your hand and questions are written in the chat.

To feel the well-being of the individual, executives can address them once a week in a "Weekly One to One". Short daily team stand-ups are also helpful, in which everyone explains briefly where they stand and what input they need. These meetings cost time but are an investment in team and work performance.

How can social interaction in teams be promoted despite working from home?

It is helpful in online meetings to assign roles that change regularly: moderator, note-taker, time guard, fun warden - there are no limits to creativity. On the other hand, experiences of achievement should be celebrated. A digital lunch break with the team also brings social exchange. The rule: everyone only talks about positive events. Or a 45-minute celebration meeting on Friday afternoons in which everyone shares their successes of the week. So everyone goes into the weekend with a positive feeling.

Low performers become virtually invisible in the home office. How can the team leader counteract this?

It is important to act quickly. After all, the employee may only find it difficult to cope with the conditions in the home office. A clarifying conversation about what the person needs to improve performance usually works wonders. Short five-minute calls can be made once or twice a day for a certain period of time. Supportive and motivating, less controlling. It is also helpful to change tasks and roles in the team so that everyone does something different - if possible. If the poor performance does not change, as in the office: employee appraisal with minutes, clear expectations, and clear consequences.

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