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June 13, 2022

How Often Should I Meet With My Remote Employees?

As a manager of remote employees, how often do you need to meet with your team? The answer isn’t always clear-cut and depends on the needs of your business and the success of your employees. Here are some guidelines to help you decide how often you should meet with your team and why it’s important to keep the lines of communication open.

When to Meet

There’s no right answer to how often remote employees should meet, but there are a few situations in which you should be holding virtual staff meetings such as when your company first starts hiring remote workers. Meeting regularly (at least weekly) is an excellent way to keep everyone on track with their work. Plus, when people who work together aren’t in each other’s physical presence, it can be hard to know if and when work gets done. That’s why a weekly check-in for new hires is important, but it can be every other week too.

If it’s your established remote staff that needs attention, you might only need to schedule meetings monthly or bi-monthly. While meeting less frequently can be seen as a sign of neglect, keep in mind that regular meetings aren’t always productive. In fact, having them too often can actually make people less productive. If virtual employees are meeting more than once per month and nothing is getting done, then it may be time to revisit how you’re holding them accountable for their work.

Having Effective, Not Just Frequent, Meetings

Yes, it’s tempting to invite remote workers into every meeting you have. But even though your remote employees might be able to check in at any time and ask questions, these meetings are still valuable opportunities for them to make contributions and feel connected to your team. Aim for meetings that are effective, not just frequent. For example, you can have a weekly meeting on Mondays that is strictly about workflow updates and project planning.

Also, ensure that remote employees are present and active in your meetings. In a recent survey (which is probably not a shock to our audience), 50% of moms said they enjoyed working from home and planned on continuing to work from home, so working to establish a good remote workforce is important! Consider creating a culture where regular check-ins can happen via phone or video chat to offer these opportunities, and look into other tools that can help keep everyone on the same page.

When Not To Hold a Meeting

Don’t have a meeting to just have a meeting. Holding meetings that don’t have an outcome or purpose can be frustrating and unproductive, especially when you’re working with remote employees who aren’t in-office. Take time before each meeting to think about what you want to get out of it and jot down topics, action items, and follow-up plans so everyone knows what they need to take care of after the meeting.

So, How Often Do We Need To Touch Base?

The magical number is…it depends. That’s probably not the answer you were hoping for, but it’s the best one we can give you. We do have some guidelines we recommend in general:

  1. Check-in often with new hires. This helps the onboarding process, ensures work is being completed, and establishes a good working relationship. We recommend a regular check-in maximum of once per week and a minimum of every other week. Find what works for you, but make sure you are 100% available to help new hires as needed.

 

  1. Schedule meetings around project kick off, mid-project check-ins, and after projects are completed to review how it went. Now, we aren’t talking about every little project that comes across your desk — we’re talking about the BIG projects that require your entire team to complete.

 

  1. Check-in with your regulars. There is no set rule for this. We have seen companies that hold company-wide meetings weekly. We prefer to check-in with our entire team once per month, but we meet individually more often. Find what works for you, and remember that everyone works differently so some folks need more meetings than others to feel connected and productive — but some fall on the other end of that spectrum!

The takeaway is to find what works for you and your team. Meetings with everyone can be difficult with schedules and time zones, so individual meetings are easier to arrange…which might lead to one too many meetings for individual team members. Just keep the lines of communication open and honest to find what works, and go from there!

How often does your team meet? Reach out to let us know!

 

 

 

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December 6, 2021

Seven Surefire Ways to Thank Your Team this Holiday Season

The holidays are a traditional time to share thanks and appreciation, and you don’t want to miss the opportunity to share some love and light with your team as 2021 turns into 2022.

But, when your team works from home–whether across town or the country–some of the traditional holiday options for thanking people are off the table. You can’t easily order lunch for a conference room party, bring in donuts, or drop off coffee.

If thinking about the logistics of thanking your team has you sitting on the sidelines, we are here to help. Over the years, we’ve watched many small business owners with remote teams share appreciation in ways that are big and small.

In this blog, we’ve rounded up our best ideas for saying thank you and appreciating your team members from afar. Some of these ideas require an investment of time, money, or both. Some are free or low-cost. All say “thank you.” 

The key is to find the right mix for your team and your budget. And, since we understand that you’re busy, check out our quick-and-dirty checklist at the end for a step-by-step guide to making the process of holiday appreciation a cinch.

 

Find a way to show your appreciation

There are so many ways to thank your team. Consider these options, all of which can stand alone or be mixed and matched depending on the size of your team, your budget, and your relationships.

  • Write heartfelt notes to each team member. Appreciation doesn’t have to come with a price tag. Taking the time to write and mail and note to each team member can go a long way to making team members feel appreciated. An email can work, too. But, a physical card serves as a tangible token of your appreciation.

In your note, include specific things you appreciate about the person. Stick with sincere appreciation for particular qualities that person brings to the team. For example, saying: “I appreciate your daily dedication and knowing that you’ll cheerfully complete any task on-time and with accuracy,” is more effective than “I appreciate all the things you do for us.”

  • Host a virtual holiday party. Set up an hour for everyone to come together for a holiday lunch. During the party, ask people to share their holiday and end-of-year plans, reflect on the year and offer your sincere thanks for the work everyone has put in during the year. If it fits your budget, send gift cards out in advance and ask team members to order lunch to make the experience more festive. 

Keep the mood light with a few easy games. Steer away from work talk as much as possible. Your holiday party is not the occasion to provide a quarterly update or launch a new idea. 

  • Share regional tastes. Food gifts are a holiday staple for a reason–people love to receive them and share them with their families. We love the idea of sharing regional specialties with your remote teams to provide the flavor of your locale with your team. For example, if you are in Chicago, share some world-class pizza by mail. If your office is in a southern state, your team members in the north will be thrilled to get some locally-grown citrus fruit this holiday. 

If regional tastes prove difficult, many companies offer treats to ship. Options range from baked goods to charcuterie platters to bacon flights. There’s something for every taste and budget.

  • Send a group gift. Selecting the same item for everyone on your team will make your gift-giving easy if you decide to go the route of a holiday gift. For virtual teams, we like gadgets that make it easier to work at home. For example, a wireless mouse pad or a unique coffee mug that won’t spill. If you have a large budget or want to splurge, consider a standing desk or a gift card for a new office chair. 

Subscriptions work well in this space, too. You can find monthly international snack boxes, seasonal home decorating kit subscriptions, and coffee clubs. Magazine and app subscriptions are always welcome gifts. A subscription is an excellent way to let your team know that you appreciate them all year long.

  • Share a personal gift. If you have a small team and know each person well, a personal gift can be a great option. This approach may take a little longer but can make a lot of sense on close-knit teams. 

A modest by meaningful option is to arrange to have flowers delivered to your team member. (A festive centerpiece right before a holiday is always a welcome surprise.) Likewise, a candle or piece of home or office decor makes welcome gifts that can be sent to your team member’s home.

Handbags and accessories, like winter gear and trendy jewelry, are lovely gifts if you know the recipient well. 

If you have a larger budget, consider experiences you know your team members might enjoy, such as concert tickets, a spa day, or even a weekend away.

  • Offer a holiday bonus. A holiday bonus is a classic move. This is a tried-and-true option that employers have done for years. Cash is always appreciated. But, it can be expensive and can seem impersonal. Also, extra cash in a paycheck has a way of blending in with other money and may get lost in the holiday shuffle.

Gift cards are a nice variation on the holiday bonus. Virtually every retail and online establishment now offers a gift card, making them easy to purchase and deliver electronically. If moms comprise your team, consider a gift card for a service that they might not buy for themselves–for example, a massage or a manicure. 

  • Surprise your team with time away from work. Give your team an extra paid vacation day to be used in the upcoming year, or offer a few unexpected days off during the holidays as a way to share appreciation. This unexpected gift of time will tell your team that you value them, appreciate their time each day, and encourage them to recharge with an extra break. 

Create an action plan

This is not the year to wait until the last minute to plan for holiday activities. This is especially true if you plan to send gifts and need to rely on shipping. Supply issues and shipping delays could turn your end-of-your gifts into Valentine’s Day gifts. 

Here’s your holiday appreciation playbook:

  • Make a list of all the people on your team. Compiling a list prevents you from inadvertently leaving anyone out of your holiday appreciation efforts. As part of this step:
    • Decide if you want to include part-time employees and contractors. There’s no right or wrong answer to this question and will vary based on factors like your relationships, how long you’ve worked together, and your budget.
    • Ensure that you have up-to-date physical addresses for people on the list.
  • Commit to an approach. The ideas listed in this blog are a great place to start. Consider if you want to:
    • Take a one-size-fits-all approach, which is popular for larger teams.
    • Send more personalized gifts, which can make sense and feel more intimate for smaller teams but is likely to take more significant effort.
    • Pursue a hybrid approach with different options for long-term employees and part-time team members or contractors. 

 Either can work. It’s really a matter of preference. 

  • Establish a gifting budget. You can set an overall budget, one for each team member or both. Starting with a budget will make it easier to find the right items and prevent splurging.
  • Schedule time to take action. Add time to your calendar to put your plans into motion. Whether you need to shop, schedule virtual parties, or write out cards, showing your appreciation at the holidays takes time. 

 

How do you say thank you?

We love to hear about all the ways people appreciate each other. Tell us what you do! Tell us about the best gift you’ve ever given or received.

 

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October 4, 2021

Great Leaders Share These Five Traits–Here’s a Peek and Their Secrets to Success

When you lead a team, you set the tone and establish the tenor. Strong leaders know that what they say and do can change the trajectory of a team’s future. As the owner of a small business, you are the leader for that business–and chances are you have a lifetime of leadership experience to call upon and guide your interactions.

But, when you lead a virtual team, the equation changes. Your leadership must be tweaked to ensure your efforts travel over the miles to guide, inspire and lift up your employees.

At HireMyMom, people leading businesses with workers spread far and wide across the country, spanning multiple time zones, inspire us each day. 

Sages have shared millions of words about the traits of effective leaders and how those traits translate to leading virtual teams. Along the way, we’ve noticed a handful of consistent traits and habits among those who do it well. Here’s a roundup of our observations.

 

A Long and Wide View

Vision is an essential trait of a remote leader. An effective leader looks further and broader than her team or business to see the bigger picture. This perch gives her a peek at upcoming trends–and issues–before others see them and provides the advantage of acting sooner rather than later. 

In many cases, this translates to being prepared to leverage new business opportunities. Sometimes this comprehensive view helps a leader spy a weak spot on the team and act before an issue develops.

John Maxwell, author, speaker, and pastor who has written many books, primarily focusing on leadership, says that having the ability to see more than others before others allows great leaders tremendous advantages. One of the benefits of this skill is that great leaders can move into a cycle of test, fail, and improve. This cycle is a crucial component to keep businesses growing and reaching new heights of success. 

When you lead a virtual team, acquiring the vision that drives the success cycle takes special care and commitment. In our experience, openness to feedback, industry engagement, and frequent team communication help open this field of vision for business owners. Attend webinars, go to conferences and keep the lines of communication wide open. Overall, aim to be approachable and broadcast that you want to hear from people and welcome all ideas.

 

Authenticity

Authenticity is one of the characteristics that we often see among highly effective leaders. Those who inspire others embody the qualities and habits they promote. And, more importantly, they model those qualities and practices in public and private ways.

Team members see this match in words and deeds and find inspiration.  It’s easier to follow along when team members know their leader really believes in something and isn’t just paying lip service. This creates cohesive teams. 

It can be challenging to show team members these qualities when leading a virtual team because of limited in-person interactions. However, in our experience, leader authenticity still shines through the phone, email, and instant messaging- it just shows in subtler ways. For example, meeting with people individually by phone or video chat, sharing your enthusiasm and honest assessment as you discuss projects, providing constructive criticism, and jumping in to help when team members struggle are ways to show authenticity. 

Another way you can exhibit authenticity as a remote leader is to share positive stories and anecdotes about company culture when you talk with your team. It can be tempting to gripe, especially with a long-term team member. But, the best leaders of remote teams make a point to share their beliefs and positive messages with gusto. 

 

Building People to Build Business

Maxwell says that great leaders intentionally add value to people through skill development, and that’s been our experience, too. Great leaders see potential in people and invest in them so they grow. At HireMyMom, we see this in action when employers call us to replace a person who has grown into a new role at the business.

Investing in skill development for your team is good for people and business. Employees who know they are valued stick around and tend to be fiercely loyal to the leaders who helped them grow.

Looking at a team member and knowing how and where to invest in development can be trickier when managing a remote team. Mark Murphy, author of “Leadership IQ,” suggests that leaders of remote teams look for ways to extend their energy to be more open to coaching and meeting with employees across time zones. He says that leaders who successfully manage remote teams are “indefatigable” when it comes to coaching team members. If you find your energy waning, he suggests building breaks and flexibility into your day, so you have more time and energy for working with team members.

Also, this is an area where vision matters. Having a wide and long view helps you find the right people and invest in cultivating the right skills. 

 

Big Love

Great leaders love their people and value them deeply. This doesn’t mean they are never unhappy with their team’s work or never have a challenging employment situation. 

Instead, it means that great leaders know their people and share common ground as a way to connect. In some cases, leaders and team members connect over personal matters first, sharing experiences about parenthood, hobbies, or pets. That connection quickly spills over to a shared purpose around the business. 

When you lead virtual teams, take the time to connect with your people and show that you care about them and value them as people and team members. Your remote team members need as much–if not more–encouragement than those who you see regularly. There are several ways to do this. For example, discuss big projects as opportunities and help to paint the long-term vision. 

Remember that remote workers aren’t surrounded by a team, and it can be difficult for them to put mistakes into perspective without the benefit of seeing in-person reactions. When things don’t go as planned, show support by acknowledging the problem and providing assurance that you have faith in the employee or the team. For example, consider saying something like, “that project did not go as planned” when a mistake happens. Then, you can provide perspective by saying: “while we are all disappointed, I know you gave it your all. I’m certain that we will learn from this and get back on track. We will work together to make it happen.” 

These types of reassurances can help team members feel valued and appreciated.

 

Courage

All teams and businesses–no matter how well run–eventually experience challenges. And, when those challenges pop up, whether they are big or small, great leaders exhibit courage. 

When thinking of leader courage, we are reminded of the old saying that no one ever drifted to their desired location. Indeed, success is a road–sometimes a long one. Travelers need the grit to traverse the trail, and those travelers need a strong leader to drive and encourage. When leaders exhibit courage in the face of adversity, team members notice.

When leading a remote team, courage comes in a lot of forms. Sometimes, it means sharing constructive feedback that might be sensitive. In other cases, it means changing business directions or revamping teams. But, when leaders display courage, teams can solve problems, come together and thrive in the future.

Challenge yourself to be brave by practicing in everyday situations, like sharing constructive feedback or trying new ideas. This experience can prove valuable when things go sideways, and you need to dig deep to find all the courage. 

 

Please Share

The small business owners and entrepreneurs we see leading teams each day inspire us. And, we never get tired of hearing your stories. Tell us what leadership qualities make you an effective leader. Your observations and tips for growing leadership skills help us learn more and share what we see with others.

 

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September 20, 2021

How to Save Money, Attract Talent and Grow Your Business Like a Pro

As a savvy small business owner, you are always looking for new ways to gain a business advantage. One option you may be considering is moving to a fully remote workforce. For many businesses–large and small–this move makes a lot of sense.

As the labor market tightens, a fully remote workforce can make it easier for you to source high-quality candidates from across the country. Also, offering remote work leads to greater flexibility, which can mean greater productivity and increased retention. Finally, if your entire team is offsite, you can save money by cutting back on or eliminating office space.

Whether you dipped a toe into the remote office waters during the COVID-related closures or if it’s new to you, a few key strategies can make it easier for your business to thrive. Here are our top tips from the team at HireMyMom.

 

Build the Right Team

Many people–especially moms–love working from home. The right people make it easier for your to build a remote team that works. 

Before moving to a remote work model, talk with your current employees and explain your plans. Outline the vision you have and give people a chance to share their thoughts.

If you need to add to your team or find new team members, your best bet is to search for those who are actively looking for jobs that can be done from home. Using a platform like HireMyMom is a great way to source qualified candidates specifically looking for remote work. You can find and hire a team member who’s located anywhere with good internet access–which can save you time and money.

If the prospect of a nationwide search daunts you, consider our concierge service to help reduce the amount of leg work you need to do. We created HireMyMom’s Concierge service for busy entrepreneurs and small business owners, like you, who need to hire help but don’t have the time or desire to go through the time-consuming process.

With our full-service Concierge service, our HR Specialists will do it all for you from start to finish and present you with the top candidate(s). 

 

Let Communication Flow

Effective communication can be a challenge when your team moves from on-site to remote. The challenge is on two fronts–keep track of the work and maintain the critical relationships that connect staff members to you and each other and make it easier to work through issues, solve problems and innovate.

When you are accustomed to leaning over for a quick, impromptu chat, it can feel unnatural when you can’t do that. And, if you use email for all your conversations and requests, reading and responding to email can quickly take over your workday. 

As teams move offsite, it’s easy for you and your team members to feel isolated from each other and miss the cues and camaraderie that comes with being together in the office. Trust is an essential element for remote teams, and relationships build trust. 

Luckily, there are many ways to keep the lines of communication open and nourish the relationships among co-workers. Here are options we’ve seen work well to keep teams connected, talking, and growing:

  • Host stand-up calls where everyone joins to share updates. Timing can vary, with most happening either daily or Monday, Wednesday, Friday. Weekly can work, too.                                                                                                                                                                                                  
  • Start these calls with some small talk to help grow personal relationships that ease overall interactions. When people know each other personally (even just a little), those connections make it easier to establish and maintain working relationships.
  • These calls are also a great time to share feedback about the work process and highlight great work that an employee or team member is doing. It’s also fun to celebrate birthdays, talk about weekend plans, and briefly swap stories or pictures. For example, ask people to share pet pictures or back-to-school snaps. Closing the meeting with talk of schedules and near-term objectives is a great way to get everyone on the same page.                                                                                                                                                                                                      
  • Pick up the phone and call your team. Sometimes, a live, one-on-one chat is precisely what you need. Talking by phone provides an opportunity to check in, connect on a relationship level, and work through options. Depending on the size of your team, you may want to schedule regular one-on-one calls or have impromptu conversations as needed.
  • As a leader, aim to make phone chats familiar enough that team members are comfortable talking with you and sharing in an open environment but not so common that people feel micromanaged.

 

Communication is also key to keeping track of the workflow. Here are some communication tools that we’ve seen help make workflow and tracking more productive.

  • Use an online project management tool like Trello or Asana to track work and communicate with your team. These programs help all team members stay up-to-date with the workflow across the team and provide an online forum for questions, comments, and updates. These tools offer each team member a broader context and make it easier to know where things stand.
  • Add instant messaging to your suite of work tools. It’s a great way to replicate the instant communication you may miss in the office. Also, sending short requests via chat helps to cut down on email.         
  • Set up a text group that makes it easy for people to share with co-workers and exchange information back and forth, even when away from their desks.

Establish Boundaries and Let it Go

One of the most challenging elements of switching to a remote team is learning to be more hands-off as a leader and a manager. A lot of the battle is mental–changing your expectations for control over the work. Here are four concrete steps to make that switch easier:

  • Establish boundaries that increase your comfort level and share those boundaries with your team. For example, if it’s important to you that everyone maintains certain core hours, share that expectation and collaborate to find the core hours that make the most sense. Likewise, if you prefer to keep specific hours open, let your team know how and when to reach you best. Understanding expectations makes it easier for team members to manage their days avoid mixed signals that can lead to issues.   

 

  • Set expectations and share them. For example, consider how to approach time zone differences. Using the context of deadlines is an excellent way to consider this issue. Is a 5 p.m. deadline in New York a 2 p.m. deadline in California? Or, does the end of the day mean, end of that person’s day or before you log in the next day? Addressing these types of expectations upfront makes workflow more manageable.                                                                                                                                                                                                                                 
  • Adjust as needed. Remote work arrangements throw up gray areas. A process that works well now may not work as well next summer. Be open to making adjustments as needed. Tell your team that you expect things will change and that you are open to their feedback about tweaking the system.       
  • Let it go. The final (and possibly most difficult) step is to exhale and let the magic happen. You have a great business, a fantastic team, and all the building blocks for success in place. Time to relax and see what happens.                                                                                               

Share your Experience

Tell us about your experience building and maintaining remote teams that work. What steps did you find most valuable? What would you do differently?

 

 

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August 23, 2021

Five Strategies to Prevent Your Best Employees from Walking Out the Door

A stellar team can help move your business in the right direction. As a small business owner, you know that finding and keeping the right staff is critical for daily and long-term success. 

But, how do you hold on to your people when America is amid a “great resignation” that affects small and large businesses? 

As the pandemic wanes and people start to evaluate their lives and careers against a new backdrop, you want to ensure that your employees decide to stay with you. Understanding why people leave jobs and knowing a few key retention strategies can help keep your best employees on board, even when the job market is sizzling hot.

 

Understand Why People Leave Jobs

People leave jobs for as many different reasons as there are jobs. As an employer, some of the transitions are expected and outside of your control. For example, an employee who finishes a degree may decide to move on to a job in her field of study. Sometimes people have new family obligations–or family commitments change–and they choose to scale back or increase work obligations. Likewise, sometimes interests just change or curiosity drives people to try new things. 

 

In these cases, there’s not much you can do as an employer. Generally, the best option is to thank the employee for her service and end the relationship positively. Doing so means you are poised to continue a good relationship with that person. In some cases, the employee may return to you later or suggest an equally great friend as a resource.

 

However, some resignations are closely linked to employer actions and policies. Many times, employers are blind to the things that frustrate employees. For example, a lack of day-to-day flexibility or a strict vacation policy might send some employees packing. Employees who feel under-appreciated or sense conflict in the ranks also may leave.

 

The key is to know which issues are within your sphere of influence and which are not. If the problem is one you can control, proactive planning can prevent resignations and keep your all-star staff on board. 

 

Communicate Clearly with Your Team Members

Like so many aspects of life, communication is the key to a productive working relationship. To know what matters to your employees, keep the lines of communication open. It may feel awkward, but a simple call every few weeks to ask your team members what’s working and what’s not working can go a long way toward enhanced communication.

 

When you call, express that you are open to feedback and changes based on what you hear. Take input from employees in stride. When an employee is brave enough to share her thoughts and frustrations with you, respect the courage it took to speak up. If the feedback hurts or is contrary to what you expected, take a deep breath and vow to consider it.

 

When team members share frustrations, ask them to suggest ways to address concerns they have. An employee with a concern often has a solution in mind, which relieves you from solving the problem. If you hear the same feedback from several employees, encourage them to form a committee to address the issue and bring potential solutions to you.

 

In some cases, employees just want to be heard and know that you care. Making the call and asking the questions is an excellent step in that direction.

 

Share Feedback

One way to show your team love is to provide feedback on the regular. No need to wait for a performance review to talk about skill development. When employees see that you have taken the time to notice their work, provide feedback, and suggest new ways to grow, they know you care and feel valued.

 

When you see an employee struggling, encouraging feedback can make a huge difference. Likewise, when you see an employee thriving, mention that to her. Finally, if you sense an employee is bored or restless, finding a growth opportunity can help provide a challenge that keeps her engaged and highlights possibilities for future opportunities.

 

Recognize, Recognize, Recognize

In the workplace, recognition can fuel your team through challenging projects and encourage them to keep up the excellent work. It also serves as a reminder that you see each employee and appreciate the work they are doing. 

 

Recognition can be as easy as a phone call or an email that says, “hey, I notice what a good job you are doing.” Another strategy is to thank people at the end of a workday or after a challenging meeting.

 

Recognition can also take additional forms. Having a wide range of recognition tools makes the practice easier for you. But, when you manage a team of remote workers, the traditional ways of thanking your team and showing appreciation may be more difficult. Team lunches, impromptu gatherings, or stops at the local cafe for a quick “well done” treat are tougher to pull off when your team is scattered all over the country. 

 

Check out this blog for tips to make recognition a habit and to find no and low-cost ways to recognize your team.

 

Keep Pay and Benefits Current 

At the end of the day, your employees are generally working to support families. So, keeping pay and benefits current is an essential factor in retaining staff. It’s easy to forget about pay adjustments when you are busy doing good work with a great team. But, if your employees have been receiving the same pay for a year or more, it’s time to do some research. Here’s how:

 

  • Ask around to find out what like-businesses are paying for similar jobs.
  • Inquire about benefit offerings, including vacation time and flexibility.
  • Compare the data you gathered to your pay structure.
  • Make adjustments as needed. 
  • Communicate the changes–and the thinking behind them–to your team.

 

Be open about pay and benefits as you talk to your team members. Explain the research you did and the cost pressures you are facing in discussing pay. If you can’t increase pay or change benefits, be open with your team about that and explore whether other forms of compensation might be mutually acceptable.

 

Be Flexible and Offer Flexibility

As the pandemic winds down, people (especially moms!) may need new and different types of schedules. Be open to looking at and discussing new options. Offering a little additional flexibility in the short term could help you retain a valuable staff member for years to come.

 

How Do You Retain Staff?

I’d love to hear your tricks for keeping staff on board. Drop me a line and share your best tips.

 

 

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July 12, 2021

Seven Keys to Conducting Productive, Low-Stress Performance Reviews for Remote Teams

If the idea of delivering a performance review strikes fear in your heart, you are not alone. Many people rank receiving or giving a performance review right below getting a root canal. That’s because performance reviews are awkward. When you have a virtual team, performance reviews can feel that much more uncomfortable because you miss out on the benefit of seeing body language.

Although awkward, performance reviews are also essential. They can become comfortable affairs that lead to rich conversations and serve as a catalyst for growth for you and your team.

Having the right mindset for performance reviews is an excellent first step to making them more effective for you and your team. Specific tactics can help ease the planning and delivery process. Read on to find recommendations for both.

 

Keep the Objective in Mind

As you start thinking about performance reviews, remember why they are essential. Performance reviews lead to better performance and greater connection. They are not designed to serve as a “gotcha moment” or a time for recriminations. It’s not a report card like the ones issued in school. It’s a chance for two professionals to honestly discuss how things are going and to look to the future to consider possibilities.

All feedback sharing, and particularly performance reviews, are a tool to deepen relationships between you and your team members. As team members, you share the same goal. But, you both have different perspectives on success. As a business owner, you want to see your business succeed and likely derive great personal satisfaction from that success. Your employees crave personal success through a job well done. In the end, you know your people and understand that they care about the success of your business. Discussing performance is simply a shared acknowledgment of your relationship and its importance for your mutual success. It reflects a commitment to each other’s development.

 

Make Feedback an Ongoing Process

One way to make performance reviews easier is to share feedback throughout the year. Like any skill, practice makes progress. If you only share feedback at specific intervals, flexing the feedback muscle will feel unnatural. You can normalize the sharing of feedback to set a tone of open, two-way feedback with your team. 

Try adding the phrase: “in the spirit of continual improvement” to your vocabulary when communicating with your team. Then, add observations of your performance as well as the groups. For example, try closing meetings with a few comments about the week and encourage employees to do the same. Encourage people to share thoughts about what’s going well and what’s not. Ask people what they are learning. Share your observations about how work is flowing and what you are learning. Be honest about the things you wish you’d done differently and point out that that it’s all in the spirit of continual improvement.

People feel heartened when their leaders are honest about what’s working and what’s not. Constant sharing promotes growth and normalizes the feedback process, especially when feedback is flowing in all directions. 

 

Establish Set Intervals for Performance Reviews

As important as it is to offer ongoing feedback, establishing specific intervals to conduct performance reviews is also essential. 

Many people find that an annual cycle offers the best timing for employee reviews. Annual reviews provide sufficient time intervals between reviews, allowing people to apply feedback from the prior year. This schedule generally works best for long-term employees who work on complex, long-lead projects.

Quarterly review cycles might be suitable for your team if your team members are less experienced, have a shorter tenure, and work on shorter-term projects. In this case, more frequent formal feedback can aid in development.

The key is that review intervals aren’t a one-size-fits-all affair. You might even use different cycles for different team members or at different points in your business. You’ll find success comes more effortless if you have a process in mind and share it with your team members, so you all know what to expect.

 

Set Yourself (and Your Team) Up for Success

You can take a lot of the stress out of performance reviews for you and your team by establishing a few rules of the road designed the ease the process for all parties.

  • Follow a “no surprise” policy. One way to reduce trepidation is to avoid holding a year’s (or quarter’s) worth of developmental feedback until the official performance review. Instead, share developmental input along the way, so employees have a chance to act on it. Any feedback shared during a formal performance review should be a repeat of themes you’ve already discussed. Establish a policy that the performance review is not a time to share previously unheard grievances.
  • Encourage two-way communication during the review. Approach the meeting as a discussion, where you and your employee both openly discuss feedback, not a lecture about all the things that went right or wrong.
  • Take stock of the entire period. It’s easy to be swayed by recency bias and focus on the projects completed most recently. But, with a performance review, it’s vital to have an objective look back at the entire period encompassed for the review. To ensure you have a complete perspective, look back at notes, consider previous projects, and add results from work done across the review period.
  • Gather more than one perspective for the person you are reviewing. If your team is large enough, ask team members to review each other and share their perspectives. If applicable, ask for customer and vendor feedback on each person’s performance. This practice can give you a fuller view of someone’s performance.
  • Ask your team members to complete a self-evaluation as part of the review process. Encourage them to include perspectives on strengths and weaknesses over the last year and set goals for the coming year.
  • Remove money discussions from the performance review. Let your team know that the review will take place in two parts. The first portion will focus on performance over the last period, looking forward to the coming year. The second part of the review process will include a discussion about pay, bonuses, and raises, if applicable. Setting this expectation makes for a more productive performance review and makes it easier for employees to hear your feedback rather than eagerly awaiting pay news.

 

Create a Comfortable Environment

Another way to reduce the stress associated with performance reviews is to create a comfortable situation for you and your employee. Here are some ways to do that:

  • Schedule the review well in advance. About a month before the review, send an invitation to the employee so she can plan accordingly. Setting time aside makes it easier to focus on the review and shows that you see the review process as part of a meaningful conversation rather than just another task.
  • Set aside enough time to talk. A good rule of thumb is to add 30 minutes to what you think you’ll need. That way, you won’t feel rushed, and you’ll be able to have a fuller conversation. If you are only sharing positive feedback, resist the temptation to cut this short and only schedule a brief review. Sometimes the richest conversations come about when time is available to talk. You can always end the call early.
  • Share a written summary of the feedback in advance. Giving the employee a chance to review your feedback before the formal review leads to a more productive conversation, an opportunity to ask questions, and a fuller discussion of performance. It also means that you won’t have that awkward feeling of reading a review to your employee during the time set aside for the review.
  • Use a comfortable format. If you regularly use Zoom or other video conferencing to connect, do the same for the performance review. This isn’t the time to try out new video conferencing software. An old-fashioned phone call is a great option if that makes it easier to talk more openly. Meet in person if schedules and distance allow.
  • Be open to hearing the employee’s perspective on your thoughts. Her thoughts can provide you with greater insight into her performance and give you hints for coaching opportunities.

 

Arrange Your Own Performance Review

When you run the business, feedback on your performance can be tough to gather, and a formal performance review may not seem feasible. But, both are essential for your growth. Encourage contractors and employees to review you and offer feedback on areas where you excel and those where you can improve. This can open your eyes to some blind spots you might have in your performance and help you grow as a leader. 

As you make the request, share this document with them and remind them of the no surprise policy. You will benefit when your team is open and honest with you.

 

How to Handle Negative Reactions

Despite your best intentions and after following all the guidelines outlined here, you may still encounter negative reactions from employees during a performance review. While it can be unsettling, try not to take it personally or to respond in kind. When employees are upset by performance evaluations, it shows they care and take their work seriously.

In some cases, it may be best to pause the review and let the employee take some time to regroup before finishing the discussion. Depending on the feedback, the two of you can decide the best way to move forward with the review and your relationship.

Finally, don’t shy away from performance reviews to avoid adverse reactions. Reviews are critical tools that can help your business grow, help you develop as a leader, and help your employees as they work toward personal success.

 

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June 14, 2021

Is an Online Business Manager the Missing Asset for Your Small Business?

As your business grows, you may find yourself stretched in many directions. At first, a virtual assistant takes the steam off by lifting administrative tasks off your plate. Now your team has grown, your customers are increasing, and you have ideas for the future. But, there’s only one of you, and all your time goes to managing the day-to-day operations of your growing venture.

Enter the Online Business Manager (OBM). Of the many roles that can help your business grow, an Online Business Manager may be the most consequential. Finding the right OBM frees you from worrying about the day-to-day and lets you move fully into the mode of the visionary executive. Adding this role to your staff frees you to focus on pursuing your vision. It can also create more time for your family, free up energy that’s currently going toward running the business, and give you the mental space you need to grow your business in new ways. 

 

What is an Online Business Manager?

An Online Business Manager takes over the daily operations of a business. In this case, the word online refers to the location of the business manager, not the nature of the company.

Many businesses use an Online Business Manager, including those that operate online and those with more traditional operations. Online Business Managers have a skill set that can be used to help run any type of business. 

 

What Do Online Business Managers Do?

An Online Business Manager essentially serves as a Chief Operating Officer for your business, so you can focus on being the Chief Executive Officer. At the most basic level, Online Business Managers lead a team. They understand your objectives for the business and are focused on leading all elements of the team to understand that vision and bring it to life. They accomplish many management-related tasks, including:

  • Project management ensures that all the trains run on time and the team stays focused on meeting deadlines for new and ongoing projects. Project management is critical as you introduce new products and new processes. 
  • Operations management includes keeping an eye on ongoing operations, troubleshooting issues, and establishing processes for better workflow.
  • Metrics management including creating ways to give you a numbers-based look at your business and developing ways to use metrics to measure business outcomes and progress toward goals.
  • People management including answering questions from team members and helping to ensure career growth and job satisfaction for employees.
  • Client management Online Business Managers may work directly with select clients as account managers in some industries.

How are Online Business Managers Different from Virtual Assistants?

When contemplating the addition of an Online Business Manager, it can be challenging to differentiate between the OBM role and a Virtual Assistant or VA. Many VAs take on some of the tasks that an Online Business Manager might do, and some Online Business Managers start as VAs.

However, the roles are fundamentally different. VAs complete tasks based on directions. For example, you tell your VA that you need to take a trip to Oregon to see a potential customer for a meeting. Your VA organizes your travel and sends out meeting invitations, saving you an enormous amount of time and potential hassle.

By contrast, your Online Business Manager is a strategic partner. She sees the tasks that she must tackle to achieve your goals and dives in to lead a team to do it. For example, you tell your Online Business Manager that you’d like to grow your business in Oregon. Knowing that goal, she (or someone on her team) researches potential customers and presents opportunities to you.

Once you select the potential customers, she will help you prepare for the meeting. After the customer is landed, she will develop processes to help ensure the quality delivery of products and services. As she does that, you are free to move on and consider additional business strategies, find new customers, and explore new business lines.

 

Do You Need an Online Business Manager?

An Online Business Manager makes sense for many businesses, but not all. The role is usually a need that a company grows into instead of one that’s added right away.

While the timing for adding this role can vary, the following indicators tell you it may be time for you to leap.

  • Time Constraints

Many entrepreneurs launch a business to have more personal time and find a better work-life balance. But, the business grows quickly and takes up any free time. This scenario can lead to frustration. An Online Business Manager can help restore the joy you once got from your business.

Also, serial entrepreneurs running several businesses often need Online Business Managers sooner rather than later. An Online Business Manager can take your existing business and run it while you nurture new ideas. The same goes if you have multiple revenue lines and need someone to manage one or more of them so you can focus on other work.

  • Capacity Limits Impede Growth

If you find yourself turning away work because you are too busy servicing existing work to add more, an Online Business Manager can solve that problem for you. The increased revenue an Online Business Manager makes possible can easily dwarf the increased cost of bringing her aboard. 

  • Reduced Personal Growth

If your business has matured, but you are still doing many of the same tasks you did when your business started, it’s time to bring in an Online Business Manager. As the CEO of your own company, it can be challenging to look after your own growth. But, it’s a hugely important consideration. If you stop growing because you are always doing the same tasks, you may lose interest in the business. An Online Business Manager can help free you from running the business and let you return to the areas where you have the most passion.

  • People Management

Many entrepreneurs are surprised to realize that managing a team brings frustration instead of joy. Even the best people will come to you with questions and concerns, and it can take time and energy to respond thoughtfully. Not responding thoroughly or thoughtfully can hurt team morale and reduce effectiveness, which can harm your business. An Online Business Manager can solve that problem for you by managing your team, answering questions, and helping promote career growth among your team members.   

  • Revenue Plateau

All business ventures will hit a revenue plateau at some point. These plateaus are incredibly frustrating when you don’t have the time to push past them or incubate an idea that could increase revenue. Bringing in an Online Business Manager to run the business can let you return to operating at a more strategic level by pushing barriers aside.

 

What is Typical Pay for an OBM?

People new to considering OBMs or COOs are always curious what the going rate is and with good reason. Wages will vary dependent on industry, experience, expected tasks and more but a reasonable range to start with is $25 to $45. 

 

Signs That Your Business is Not Yet Ready for an Online Business Manager

Just as there are sure signs that you need an Online Business Manager, there are also indicators that you aren’t there yet. Most importantly, if your cash flow doesn’t support the role, it’s best to hold off until you can make the financial commitment. An Online Business Manager can help you move the needle from your current financial place to the next. But, you need a certain amount of financial stability before you can do that. 

The second meaningful sign that you aren’t ready to add an Online Business Manager is that you aren’t prepared to surrender control of some element of your business. If you know (or suspect) that you will micromanage an Online Business Manager, potentially creating more work for yourself in the process, don’t hire one. 

Instead, work on giving up some level of control by working with a seasoned VA and grow to the place where you can give some level of control over to your Online Business Manager. The art of delegating is genuinely an art, and it takes some practice to do it effectively.

 

How to Find Your Online Business Manager

If you’ve read this and decided that it’s time to bring an Online Business Manager on board, visit HireMyMom and consider HireMyMom’s Concierge service.  We created the Concierge Service for busy entrepreneurs and small business owners, like you, who need to hire help but don’t have the time or desire to go through the time-consuming process. If you are ready for an Online Business Manager, this is the right route for you. With our full-service Concierge Service, our HR Specialists will do it all for you from start to finish and present you with the top candidate(s) sourced from a wide array of qualified applicants who will be dedicated to helping your business succeed and grow. 

 

 

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