Managing remote startup teams in a crisis

Managing remote teams can be challenging at the best of times, but add in the impact of a national emergency and it becomes even more demanding. The last month has seen the largest and most rapid transition of business moving from traditional office settings to remote work in history. Offices are dark, silent and closed.

Some startup folks were well prepared for the transition, while others hurriedly set up makeshift offices at their dining table and try to mute the sound of barking dogs and family activity. While people grapple with their own fears and uncertainty about the coming weeks, we have moved into the age of remote work – it is no longer a place, but a thing, and a permanent shift for many.

For many startups, work is independent of a physical location, deploying real-time collaboration tools like Slack and Zoom while prioritising the conversations in which they actively participate as their norm. But now in response to the crisis, many organisations need to use a combination of tools to substitute for in-person experiences, and it needs clear leadership to combine the technology, cultural changes and personal impact.

The biggest challenge is that of ‘virtual distance’ – the sense of emotional and psychological detachment that builds up over time when team are apart and become over-reliant on technology to mediate their relationships. Virtual distance changes the way people relate to each other, and startup leaders need to create a communication environment where team members feel emotionally and psychologically connected to one another.

Video calls simply cannot replace face-to-face, and they are surprisingly physically demanding – is anyone else more drained at the end of an hour on Zoom than in a normal meeting like I am? Maybe we feel tricked into the idea of being together, and then we realise we’re not, and there is an emotional deflation when the zoom call ends.

It’s easier being in each other’s presence, or in each other’s absence, than in the constant presence of each other’s absence with occasional remote contact. Our minds process so much context and information in face-to-face encounters, the nuances of body language and side interactions, that meeting on video is being a kind of blindfolded. We sense too little and can’t imagine enough, that single deprivation requires a lot of conscious effort of focus and concentration.

The biggest current challenge facing startup leaders is getting isolated individuals to work together as a cohesive unit. Remote teams can’t be treated like collocated teams, where project status, risks and problems are discussed in team meetings, at lunch and over coffee. A leader’s top priority is establishing clear and aligned objectives, as over time the team grows increasingly less effective and productive.

Distance does not make the heart grow fonder, rather it allows room for isolation to seep into the psyche and assumptions to grow and, frequently, human nature and the human mind will naturally create negative assumptions about people or situations.

So what are the key leadership communication strategies and tactics for the current crisis to keep individuals connected, help maintain their well-being and try to keep momentum and productivity in your team?

1. Keep it real In times of crisis, no one wants to hear the sugar-coated version of where things stand. Now is the time to cut to the chase. Imagine that every person reading your email or listening to your conference call is going to assume every word you’re saying may be bullshit, so drop some hard facts. Set a tone of openness and transparency but reality, so that your communications are well-received and effective, and have impact.

2. Establish structured daily check-ins This could take the form of a series of one-on-one calls if your team work independently from each other, or a team call if they work collaboratively. The important feature is that the calls are regular and predictable, and that they are a forum in which employees know that they can consult with you, and that their concerns and questions will be heard.

Communication is a two-way street. While team members need clear, direct instructions from the leader, you also need to know what each team member is up to and whether meaningful progress is being made. To achieve this a feedback process should be established in each check-in.

Encourage your folks to ask you for clarification rather than keeping questions to them. Stimulate them to communicate and organise independently. If your employees share insights and ideas, they might pinpoint and resolve issues you overlooked.

3. Fill the void A mistake many leaders make is assuming that no news is good news. Some remote team members will drift toward silence if left alone. They won’t always tell you if they’re struggling with something. Pose open-ended questions to quiet team members, things like How’s it going? How can I help? and Is there anything you need to do to make your job easier?

Value all team members equally. Each team member needs to feel appreciated. To ensure harmony and cohesiveness, the entire team should be engaged, and each have their time to contribute to discussions. Remove the hierarchy, make everyone share the burden to create a sense of empathy with what other team members are enduring.

4. Support a remote-decision making culture You should also begin work on what will no doubt be a more time-consuming effort – shifting your startup’s culture to be comfortable with remote decision making. This is a big change. When you’re sitting by yourself talking to people on video, where traditionally you have made decisions by having people together for discussions, this is a great opportunity to set up the cultural norms that say:

·     We make decisions on video conferences

·     We stay in touch with our people on video conferences

·     We communicate the status of the organisation candidly and transparently on video conferences.

5. Avoid being the centre of everything Every founder at some point needs to learn to avoid being the centre of everything. You need to empower other people to make decisions, you have to trust your folks in a remote team. Letting go of your own control issues might be the biggest challenge in leading a remote team. It will be tough, but is actually mutually beneficial for both you and your team. To achieve big things, you sometimes need to let small things pass.

Instead of micromanaging your team, put extra effort on making sure communication works. If you’ve managed to hire the right people, you should already know they have the skills required to work efficiently, which means that whether the right decisions are being made isn’t something you should be constantly worried about.

What you should make sure of, though, is that you’ve provided your team with the right tools and mindset of communicating efficiently while in the process of remotely managing themselves.

6. Create Connection You should place an emphasis on individual connection. People suddenly working from home are likely to feel disconnected and lonely, which lowers confidence, productivity and engagement. Under these circumstances it is tempting to become exclusively task-focused. To address these challenges, making time for personal interaction is more important than ever. Effective leaders have an in-person foundation upon which to build, so keep these connections strong even though individuals are not seeing each other face-to-face.

7. Encouragement You shouldn’t feel obliged to constantly pat every employee on the back every time you connect, but it is important to take the time and say how well they’re doing every now and then. This is especially important in a remote team because spontaneous praise tends to naturally happen when chatting in person and in an informal setting – which isn’t often in a remote team.

Effective leaders take a two-pronged approach, both acknowledging the stress and anxiety that employees may be feeling in difficult circumstances, but also providing affirmation of their confidence in their teams, using phrases such as We’ve got this, or This is tough, but I know we can handle it or Let’s look for ways to use our strengths during this time. With this support, employees are more likely to take up the challenge with a sense of purpose and focus – and self-belief.

8. Engage in remote social interaction It’s important to foster and maintain remote team spirit and morale. A way to do this is creating ‘virtual coffee’ sessions, an on-line team meeting dedicated to social content, or a #social Slack channel where employees can run into each other and play out their personal and human sides, trade jokes, videos and family photos.

A study found that 50% of the positive changes in communication patterns within the workplace can be credited to social interaction outside the workplace, so try to sustain this whilst the team are virtually distanced. Being online constantly comes with its own stress, but taking a few moments to chat, laugh, and connect, even virtually, builds culture.

9. Trust your team Now is the time to give latitude to embrace acceptable risk in trying new things. Leaders are going to have to get creative on everything, from creating an engaged work team to meeting clients’ needs in a very uncertain time.

Establishing trust and transparency in your team is important in all directions. As much as horizontal trust (between team members) is absolutely crucial for your team working efficiently together, you should also never forget about vertical trust with the leader. Foster a community mindset without a shared location.

10. Democratise Accountability Accountability is often hard to track in a remote team, and micromanaging tends to make employees feel that their leader doesn’t trust them. This has a negative effect on well-being, productivity and motivation. A remote team leader must show she trusts individuals in their performance, productivity and judgement.

The move to home-based working is a great opportunity for a team to revisit the basics in order to ensure everyone understands the team objectives, their individual roles, and how each person contributes to the outcome. Clarifying roles and accountability among the team helps people understand when they can turn to peers instead of the leader, which prevents the leader from becoming a bottleneck.

In times of crisis, 90% of our attention is on anything but getting stuff done. The things that are eating up the most attention aren’t likely to be synonymous with the things that really need our focus. The startup leader’s role is to rally that anxiety and attention toward a handful of focal points that have the highest and best probability to get us to survive the crisis. If we can do that, everything becomes totally manageable, it gives everyone a collective call to arms, a unifying purpose.

This is a huge opportunity for us to experience remote work first hand that we would otherwise not encounter. This can make our work culture more inclusive, more informal and more friendly at this time, and for the future. This allows us to think more strategically about when, why and how remote work should be approached in the long term – despite the awful circumstances, it may prove to be valuable practice for the future. . The coronavirus exodus to cyberspace is unlikely to be the last. Virtual work is the future of work.

Be considerate to your team. Everyone is stressed and worried about their family, friends, and what the coming weeks will mean. Your leadership now is crucial and defining. Learn to recognise the signs of someone being ‘off’, encourage folks to be open about how they feel by creating a judgement-free environment, and most of all, be there for your folks.

Our iceberg is melting: a call to action for startup founders facing adversity

The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew.

Rousing words from President Abraham Lincoln, taken from his 1862 annual address to Congress. It’s a call to action which has resonance with the current COVID-19 driven turbulence, where the need for new leadership attitudes and new thinking to face the challenges is needed, a ‘can do’ spirit in the face of adversity.

But most businesses hesitate to adopt new thinking and look outwards during a crisis, instead they focus on hunkering down and a low-key ‘back to basics’ existence, defaulting to a cost-reduction focus. Whilst this can secure short-term protection, it rarely offers a life-saving strategy, and certainly impedes thinking beyond the immediate time horizon – plans for new ideas and investments are put on the ‘wait and see’ pile.

However, there is a tradition of innovation and entrepreneurship in times of great hardship. The Great Depression of the 1930s saw several successful companies that did not delay investment in their future. One was DuPont. In April 1930, Wallace Carothers, a research scientist, recorded the initial discovery of neoprene (synthetic rubber). At the same time, DuPont’s financial performance was suffering, with sales down 15% that year. However, maintaining a long-term view on their strategy, DuPont boosted R&D spending.

A lack of competitor ambition and low raw-material prices helped the company keep the cost of its research investment manageable. Neoprene, which DuPont publicly announced in November 1931 and introduced commercially in 1937, became a major C20th innovation. By 1939, every car and plane manufactured in America had neoprene components. Alongside this, DuPont discovered nylon in 1934 and introduced it in 1938 after intensive product development.

When Henry Ford’s first Model T rolled off the assembly line, listening to music in the car meant the passengers were singing. Then two brothers, Paul and Joseph Galvin, who had started Chicago’s Galvin Manufacturing to sell electric converters for battery-operated radios, needed new revenue after the Wall Street Crash.

By teaming up with William Lear, who owned a radio parts company in the same factory building, and audio engineer Elmer Wavering, they installed the first car radio in May 1930. The next month, Paul drove 800 miles to a radio manufacturers’ convention in Atlantic City. He parked uo near the pier and cranked up the radio, coaxing attendees to look and listen. Orders began flowing in. In 1933, Ford began offering factory-installed radios from the brothers, and Galvin Manufacturing changed its name to Motorola.

Thus although deep downturns are destructive, they can also have an upside. The Depression-era economist Joseph Schumpeter emphasized the positive consequences of downturns: the destruction of underperforming companies, the release of capital from dying sectors to new industries, and the movement of high-quality, skilled workers toward stronger employers. For companies with cash and ideas, history shows that downturns can provide enormous strategic opportunities.

So how are you going to face the COVID-19 challenge? Let’s use Harvard Professor John Kotter’s seminal book, Our iceberg is melting. On the face of it, it is a simple tale of a group of penguins who are scared about losing their home and lifestyle because their current habitat – their iceberg – is melting, and yes, even more scared of the changes that could entail – it’s a useful analogy to the challenge we currently face.

The book narrates how the penguins discover a major problem which highlights a need for radical action, and how they adopt a process to secure survival, captured in Kotter’s eight principles. Through this simple allegory of their struggle for finding their new home, the story delivers a powerful message that is relevant for startups as they search for their sustainable icebergs of opportunity in today’s COVID-19 environment.

In the story, Fred is an observant and curious penguin – maybe a data scientist in a penguin’s disguise? He observes that their iceberg home was melting. Not one to just wait for his daily quota of squid, he spoke to Alice.

Alice is one of the leaders of the colony, practical and mentally tough. Alice initially wondered if Fred was suffering from a personal crisis – had he missed his morning fishmeal? But she was patient, and she rapidly became alarmed when she saw the cracks and fissures in their iceberg.

Alice brought Fred’s concern to the rest of the leadership team, and eventually the colony waddled their way to a miraculous solution, enjoying quite a few squids on the way, showing that in order to survive in the face of adversity, you need a vision, a process and teamwork.

Let’s cut back to the reality of our COVOID-19 world, where the tech market is the iceberg and is melting in a maelstrom of new, emerging economic paradigms, contradictions, red herrings (Alice’s second favourite food) and more twists and turns than a King Emperor swimming at 30mph in the Antarctic sea.

Facing a startup founder this Monday morning is a mass of data, noise and emotion, looming from customer information to cashflow to marketing. Then the blogs, podcasts and twitter offering insights, opinions and comments. Against this backdrop of a constantly changing situation, a founder has to balance cash, tech and well-being of their people, to survive in the near term.

Let’s look at the eight steps for survival and adaption outlined in Kotter’s book, and see how they apply for your startup trying to survive and evolve in today’s shifting, mutating market.

1. Set the scene

Create a sense of urgency – don’t wait until your iceberg starts to melt Fred discovered the iceberg where the colony lives is melting. He tells Alice, who is initially sceptical, but she sees how urgent the situation is. Alice tells the leading council of penguins, most of whom don’t believe her. But Fred shows the penguins the urgency of the situation.

For startups, it’s a combination of instinct, hunches and data. But the message from the iceberg is that difficult problems won’t go away, and you need to help others see the need for change and the importance of acting immediately.

Pull together the guiding team A team of five penguins is put together to deal with the situation, they immediately start brainstorming ideas. This team has to focus on driving a balance between creativity and data driven decisions. Unexpectedly, their inspiration for a solution comes from a passing seagull, which happened to land on their iceberg.

For startups, the lesson is to ensure there are problem solving skills, not just creative thinking skills in the team, and to maintain a sense of balance around domain expertise and outward looking curiosity of your immediate environment for potential disruptive ideas. Never get complacent that you have all the questions – let alone the answers.

2. Decide what to do

Develop the crisis vision and strategy The inspiration from the seagull led to a solution, which would change the way the penguins lived. They would become a nomadic colony that moved to locations suitable for living, rather than being static. This would be a big change to the penguins, who had lived in one location for years, and were used to their current way of life.

The business learning here is to keep an open mind, and be prepared to pivot – in essence to start again. To find a sensible version of a better future, hold you vision – keep all the penguins together – but have a strategy that responds to the changing environment, and one that isn’t constrained by previous thinking.

Communicate for understanding and collaboration Though the team had now found a potential solution, they needed to get the buy-in of other penguins. There were penguins that were very sceptical and thought either the whole thing about the melting iceberg was nonsense, or it was too dangerous to move.

In a startup, avoid hierarchies and promote open communication at all times, change makes people nervous, and uncertain times combined with gaps in communication makes this worse. Ensure frequent and open communication with regular and personal attention.

3. Make it happen

Empower others to act The team found ways to include other penguins to become part of the solution, and because others felt part of the solution, the opposition decreased.

Opposition to change arises because of a lack of engagement and inclusion, and creates a feeling of not being valued. Remove as many these barriers as possible – a change of direction in a startup, as a result of the iceberg melting, needs everyone to be engaged, empowered and together.

Produce short-term wins When other penguins got involved they started achieving short-term goals, which were necessary on the way to the end result. This encouraged and motivated the penguins to keep working towards the solution.

Create some visible, unambiguous successes as soon as possible. Short-term wins create a positive atmosphere that everything will be ok, even if there are some tougher challenges ahead.

Don’t let up The colony finally moved to a new iceberg, but they didn’t stay there. They found a better one and moved again. They were not giving up but kept looking for better living situations for the colony.

The lesson for startups is to remain restless and ambitious, never resting on your laurels, adopting a culture of continuous learning, pressing harder and faster after the first successes. Be relentless with initiating change until the vision is a reality.

4. Make it stick

Create a new culture Actions were taken to cement the new culture in place, there was no going back to old ways of living.  This ensured that the changes would not be eroded by stubborn, hard-to-die traditions or a lack of focus on the future.

As a founder facing the COVID-19 crisis, constantly looking forward to new horizons and don’t get stuck in a way of being that was successful in the market of yesterday. Ask yourself whether you are living on a potentially melting iceberg and getting stuck in pack ice.

The reality is that you maybe fit for purpose today but recall Darwin: it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. As the Roman poet, Horace, so eloquently said: Adversity reveals genius, prosperity conceals it

I am going to remain optimistic, and that’s because adversity is what breeds innovation, a mother of necessity. Facing difficulty is a time when people’s best is brought out in them, as shown by the examples of innovation earlier.

These are nervy, volatile times. Are you struggling to find the right balance between caution and optimism? No one knows what will happen next, but taking less risk and hunkering down is actually more dangerous than investing to preserve a number of future-focused options.

There are lessons for us all in the attitudes of penguins – in the face of a meting iceberg, everything-is-possible and optimism rules. A similar strong sense of the impossible is essential to driving startups this week, positive energy and exuberance is needed against the constant stream of maudlin and misery we could sit in.

In 1923, economist John Maynard Keynes observed that in tempestuous times we only tell ourselves that when the storm is past, the ocean is flat again. Let’s tip that out, rather than merely resisting COVID-19 and economic collapse, you must pivot sharply and prepare for the new future ahead, and do that now.

Confidence and certainty are lacking currently, we’re running a severe optimism deficit. We’re never the most upbeat of nations. Adversity introduces a man to himself, face to face. In times of adversity, we really discover who we are and what we’re made of. Hardships prepare ordinary people for an extraordinary destiny. Now is your moment.