New virtual manager? We’ve got highly actionable tips to get you headed in the right direction.
These are things you must get in the habbit of doing regularly or your team’s performance will suffer. Even if you’re an experienced leader, doing it in a remote environment takes a few tweaks to dial it in.
Deacon Bradley 0:05
Hello and welcome to the virtual business podcast. I'm your host Deacon Bradley and joined today as always by Ralph burns and Angela Pons furred. And again. Just to prove to you guys we are doing this right we are 100% remote right now. We've got a big episode coming up, we may not get through all of it might be wind up being a two parter because there's so much about this and Angela, you got to drop off early. Right? You got some Australian thing you got going on? Tell us about it.
Angela Ponsford 0:33
I did you. Yeah, it's ANZAC Day today, which is, you know, the day where we commemorate all our vets. So at 6pm we've got a little bit of a driveway service, and there's COVID-19 times
Deacon Bradley 0:44
what what would this be if it wasn't social distancing?
Angela Ponsford 0:48
Oh, huge. So you know, there's the dawn service lots and lots of people. The warm rope memorials like this is this is probably as big a deal as Christmas and you know, not for celebration, but you know, for you memory and just to remember all our fallen heroes.
Deacon Bradley 1:06
Today we have seven tips for remote managers today virtual managers. So you guys out there, whether you are a new manager, we have a lot of kind of new managers on our team that we've been coaching through this and a lot of great info to share, or whether you're an experienced manager who is into virtual. What we did today was we just this is such a huge topic. I was joking earlier like this could be an entire book, Ralph. And I joke with that because Ralph actually has a book being edited about this very topic. So barely scratching the surface today. So the approach that we wanted to take is like, Alright, you're a virtual manager on this team. You've got a team of people that are looking to you, like start here, do this stuff first. And we'll get to there's so much intricate details of all of this stuff that will We'll be getting into as we go. But uh So today we've got seven tips for you guys. How what to do your like, virtual manager, virtual team, it's a little bit different. And Ralph, I'm really interested in some of your thoughts on this because believe it or not, I've never been a manager in like a real office. I've only done it virtual. So the person I missing is like, what's different this is this is how I've kind of grown up in management. So really interested in and some of those insights as well.
Ralph Burns 2:32
Well, yeah, I probably have a lot to say on this topic. Because before the editor started editing, it was 55,000 words. The book that is so we decided to like completely take out an entire section. So there's a lot in this and I think it's not what people think it's, you know, virtual management is still management. I think it's more challenging in a lot of ways, and I think people were probably struggling with it initially, but then realize, well, a lot of the same principles for actual physical contact or in person management still apply, you just have to do it in a slightly different way. So I mean, for, for me, I did have an office, but I was in the field most of the time. So I was I was going on sales calls with my sales reps or, you know, visiting my managers who are managing sales reps. So there was still a component of the face to face. But a lot of the communication that I did for 20 plus years was virtual, like working out of my car kind of thing. So I think that was the thing that sort of launched into the business model that we currently have in material 11 that in fact, my wife wanted to take a cross country trip and I really, you know, had to start a business and start making some money and kind of hard to operate a business through an office when you're in an RV for two years. So that's another story for another day. But the point is that this is a challenge for people transition. And it's especially a challenge for people who have control issues. And maybe are brand new to management anyway, it's really a big challenge. So much so that a lot of my friends have resisted even giving some of their employees an opportunity to work from home, even if they have a physical office, but now they're forced to do it. So they probably wish they had, you know, maybe listen to this podcast if it were, in fact, way back when. But yeah, I think it's a it's definitely a It's a challenging thing, a lot of its human psychology. And that's why this could be many, many episodes, I think. But we'll try and get into the most relevant parts here today.
Deacon Bradley 4:39
I think one of the things that that I think back to first it was, you know, joining a remote team, and then at some point, I was like, I hired my first employee, and then I became a manager. And so all these different contexts and when I think back to like, what's the kind of ground zero the if I could only give one tip, what would it be? This one is mine. set expectations correctly, like total clarity. And I think without that there's a lot of more so in a virtual environment, there's not the like, what did you mean by this, Ralph? What, uh, I don't totally understand. It's like you kind of give a something to do and then you're, you're gone. So you need to do that. Well, any tips you guys would share kind of around that area?
Angela Ponsford 5:25
Yeah, something that we've you know, we've all read I think Ralph sent dignify the dare to lead book from brainy brain and a big thing and that she talks about painting done. So when you're you're giving someone a task or you're delegating something is paint what done looks like so what what does it mean when you will be satisfied when the person has has done whatever it is you've asked them to do? That's really, really important to get right with people in a virtual environment.
Ralph Burns 5:57
Yeah, I think you have to have deadlines. You have To have, you know, priorities very specifically laid out for everyone. And painting done basically means like no ambiguity in your message to them. It's like if you want this done like for us it's really simple like from a. I mean, even though we have a creative team and we have a media buying team here at Tier 11, obviously, we have got other departments as well like the main goal for everybody. Like the overarching goal is hit the customers KPI, like that's it, and then scale up at that KPI, if not a better KPI. KPI is basically a key performance indicator, it might be for us return on adspend or a CPA cost per acquisition, cost per lead, whatever that is, like that's very specific. So when I look at running our teams, it's like go back to the thing that really drives everything in the business and that's like the big thing, and that is paint done. It's like what's their CPA goal? What's their KPI goal and if everyone understands that then all the other tasks flow from it because you're driving towards that singular goal. And for us, you know, if we are hitting a KPI like a customer as a three x row last goal and return on adspend goal, like if we're not hitting it, they're gonna look elsewhere. And we're going to lose that customer, we're going to lose business. And we've structured things inside tier 11, that people have a vested interest in the success of tier 11. Which makes it brings it back to a lot of this here is that we tend to hire people that are intrapreneurial, which going back to everything that we'll discuss here in today's episode, a lot of this virtual management stuff is a lot easier to do if you have the right people to begin with. So we had that advantage by building this business over 10 years virtually. Now, you might find that hey, you might have some some holes to plug. Yeah, you might have some people that maybe aren't going to work in this new virtual environment. Maybe they can't be even if you do laid out very specific expectations, maybe they still aren't going to be able to get it done. And we've made hiring mistakes ourselves, you know, some of which we've rectified this week. As a matter of fact, the point is, is that this works better when you do have people that take initiative to follow orders making, you know, you make your instructions very, very clear. But your team itself is the one that's ultimately going to carry out, you know, the messaging within the organization, and but you as a manager have to be very clear on what it is that is the most important thing and figure out what that is first, and then put together a plan very specifically, to paint what done looks like for that big goal, if that makes sense.
Deacon Bradley 8:49
We've read a lot of books around this topic. And it's like, everything in a virtual environment around communication gets amplified and so like if you're a poor communicator, you're a really poor communicator in a virtual environment, if you're a good one, it pays really big dividends. And so this is a topic that we have all read a lot about. And I'll throw some of our favorite books in the show notes. To me though, you can sum the whole thing of everything that we've learned up, I think we can all sum it up under that paint done. expectation. And ralphie describes some ways that we do that at a high level with customer accounts. I was actually doing this earlier today with Vic, who oversees all of our reporting. And one of the ways that this paid really big dividends there was like, I was trying to when I'm painting done for her around this project, I also gave her a level of authority that goes with it. And so she was kind of having to make some decisions and recommendations around something and I just made it really clear, like, hey, success for me, isn't me understanding all of the little details that you're figuring out and understanding right now. Success for me means you understand it, you figured out the best decision and you've made a recommendation back To me, and to me, it's like by just setting that expectation Vic's like, Okay, I've got the ball, I'm drawing up the play. I'm just gonna tell him what I think later. And he's like, that's, that's the decision. And so that saves so much just back and forth, that she understands and knows that and she can run with that ball.
Ralph Burns 10:20
Yeah, I think that's a really good example of how this works. Like I think I touched on, you know, your employees really matter. Now you have to, you're going to find that in a remote environment, maybe some of them aren't going to make it. And that's okay. It's up to you to figure out who can and who can't. But in the case of Vic, for example, she's one of our top people at Tier 11 and empowering her and doing it exactly the way that you described actually gets you better results and that's a big part of like our overall management style. It's what that the book is about. A lot of it is like letting go of power, you actually get more power. by releasing your own power, you're releasing control. And managers who have a challenge with control. Meaning, they need to know every little thing that needs to get done. Well, you can't really scale a company, you can't really scale a business if you do it that way. And that's a real big challenge we have, we have people on our team that have challenges with that, like, Oh, I need to do everything myself. Know, what you need to do is have the right people on the bus and empower them to do the things that they do best. I don't really know what Vic does, but I do know, it's amazing. And it gets us closer to our KPI goal, which is the big goal. And that's the one that I really, you know, try and reinforce to the entire team and the one that matters a lot. But empowering people and letting go of control. You'd be amazed to find out what happens when you do that. And I think people right now in a virtual environment are forced to do it. And hopefully they're being pleasantly surprised to the upside.
Deacon Bradley 12:01
I am a recovering do everything myself person. So this is something I worked very hard at. That's probably why I've read so many books and worked on it so hard. And any tips you have around setting expectations and clarity and you work in an environment where you cannot make a misstep or you've spent somebody else's money and it doesn't end well from there. So yeah, what tips would you have around expectations?
Angela Ponsford 12:27
Totally. And a tool that we have used and mentioned in the past and we're going to mention it in a few of these these tips is using loom quick loom videos to show what you mean. So you know, the Luma allows you to screen share and actually talk through what you're looking at and various tasks. We're using that a lot particularly with some of our new managers right now. It's almost it's a bit of an in joke note with with with Sarah, one of our newer managers like the amount of balloons that she's she's putting but it's super helpful because it's allowing her to convey Her message of what she's seeing and what she needs and wants, and then allows the people that she's interacting with to understand exactly what she's talking about. So, yeah, you've been very, very clear on what you're seeing. I know one of our one of our team members, she actually joined Toastmasters as part of her self development to improve her communication. Because it was the other was often the communication. It wasn't clear what she was talking about, and I wasn't clear on what she was asking me to do. So she took the initiative and joined Toastmasters and that made a huge improvement in her communication. So yeah, it's and this is going to point to I think that we're already moving on to is like what's clear communication and and then knowing where that communication happens in a remote environment, which, again, is a big source of problem for people. If you use more than one channel, more or more than one product for communication like we do such as slow hundred
Deacon Bradley 13:54
percent we have gotten to, at some point that's like a we've got to put out either A guide or just do an episode on this because knowing where you talk about what things is, it sounds annoying, but if you don't take the time to figure that out, it's even more annoying. And I guess a simple example that I think everybody can relate to is if you just break it down to Am I gonna send someone a slack message? Or am I gonna text them? Well, if everybody's texting you I'm I guess Ralph probably knows what that's like, because I think you probably get more text messages. He was, but uh, it's like a slack message. Some of these things like slack and Asana work naturally into your workflow, like Asana, I'll sit down at the end of the day or beginning of the day, or whenever I blocked off time for that. I'll go through my messages and I'll get to them. slack. I'll see it a little bit sooner. a text message is gone in my lunch, and I'll get back to you and there are times for that. But understanding like what's the proper level of communication channel for this, I think is really important. There are times when Ralph is like, this thing. He texts me about it. When you need such and such. I'm like, okay, So that's part of setting up clear communication channels. It's not like a huge effort or a huge thing. It's just a matter of like, hey, when you're setting expectations, also set those if they deviate from how you normally do things like, text me about this, I need to know as soon as you know, that kind of thing. Yeah.
Ralph Burns 15:21
Yeah, I think there's different levels of communication error. I mean, you want to keep it as much as possible. If you have chosen slack as your form of in, you know, inter office communication. It's important to keep it as much in there as you possibly can. And I think I think of is like level so it's like, if I'm, you know, mentioned, my name is mentioned, or I'm at, in a particular channel, I get a notification for that. If I got a direct message, I'm notified of that the direct message probably is the more urgent of the two. So it's like there's a hierarchy. If I need something really urgent, like from digging it Do something yesterday and we figured out like on the spot, I texted you, because I knew I could get you like, because I needed it immediately. We figured it out the next level for that I was like, should I send him a text? Or should I send him a direct message in slack and I just so happened to be on my phone at the time. So I went the text message, but direct message mentioned in a channel and then everything else. And that's sort of how I prioritize things. And then obviously, there's a sauna and everything else, but you got it. I think over communication is good. But you can't abuse the channels like I wouldn't expect, you know, you guys to be texting me all the time. And it's not something that's not urgent. So like use your common sense, but I do think that people, like you have to figure out where that balance is now that you're virtual. and maintain communication because just like you said, it's even more important now. You know, lack of communication or poor communication skills are magnified in a virtual environment like TEDx, I would have to say so That's why we use emojis with little eyes to acknowledge that somebody saw something and like all the other things that we mentioned the slack show, so can't be stated enough. I think it's absolutely critical for this whole thing to work is communication.
Angela Ponsford 17:15
Yeah, I was gonna say just being open to changing things as well, you know, like if you're, if you see certain communications going on somewhere and you think it would be better over somewhere else, just being open to making those suggestions, and everybody just, you know, having a discussion around it and then making a decision, obviously.
Deacon Bradley 17:33
You mean like a conversation that's just in the wrong channel or like on a bigger kind of company wide policy type of thing?
Angela Ponsford 17:40
Often it's that Yeah, well, there's a couple of things. One, maybe there's a conversation going on in the wrong channel and redirecting it back to the rate channel. Also, sometimes in Asana, there's a, you know, talked about this before, like, if there's chatter going on over there, that would actually be better. It's more conversational thought. around a particular topic that's better than slack because it gives more visibility to people to see it. And I think it's remembering that in a virtual environment, because you don't have people walking around, it's like, who may benefit from seeing this conversation. And then where is the best parent, the best place to put it so that I can not annoy as many people as possible, but get the right eyes on it. And that's where having, you know, the clear communication channels of where things sit is so so important.
Ralph Burns 18:31
It's like the drive by observer of a conversation, like this money conversations that go on and slack and I'll, that I have not added or mentioned, but I'll look at them anyway. And just sort of see who's interacting. And that kind of gives me a pulse as to how the team is doing in that particular channel of that particular team like communication, especially in this electronic world and through these different ways in which you do it. You can manage in essence by walking around which is what we talked About You know, when I talk on our calls about this like management by virtually walking around it's a I forget who is it? Oh man, I'm gonna forget the management by walking around you can google it But anyway, so we say MB v w a management I virtually walking around because you can't walk around like a, you know, a warehouse or an office or you know, a showroom. So you sort of do it and, you know, acknowledge that you see a message and all that is part of communication, believe it or not, and feedback and oh, like Ralph put eyes on that or and you acknowledged it or gave it a check or Deacon gave it a thumbs up. It's like, these are all things like little bits of communication that keep a virtual business humming. Because it relates back to, you know, obviously getting feedback, which is what we're talking about here, but also the human element of like interaction with other people like we as humans are social creatures and that stuff is really important. Can't be can't be underscored. So
Deacon Bradley 20:03
totally, if you just focused on those two elements, as a manager, just set really crystal clear expectations, one, and then really clear communication channels so that you can continue the dialogue. If you just focus on those, you're going to have much better outcomes and your results as a team. Do you want to like really take things to the next level and like, could develop an even stronger team and like, we talked a lot about the strength of our team and how great we're able to do things and a lot of it is because of this third one that I want to talk about here. Rapid feedback, and lots of it. This is something that Ralph when I was a new manager, you drilled this into me all the time, which is, ironically, are very meta, like a form of rapid feedback. But this is what I learned from you is like the importance of that feedback, and how important that is. So talk a little bit about just giving people like what kinds of feedback are they getting, what are you talking to your your team, about. If you're a Manager, especially a new manager with a new team under them, like what kinds of like what is feedback when you when you hear us talking about that?
Ralph Burns 21:09
Yeah, I always go back to the worst boss that I ever had. I'm not gonna mention her name, she's very nice person. But she never gave me any feedback on anything. I wanted to know what I was doing right. But I also wanted to know what I was doing wrong. And she also gave me some really good advice about you know, how to actually advance in the organization which I've never forgotten, but the point is, is that she never gave me any feedback. I waited till my literally my annual review to say you're doing this right this wrong. And even then it was kind of weak. So I'm like, I just think that that's like the worst form of management. Or the the second worst is a manager who is the seagull manager, who, you know, the team can be doing great stuff and as soon as somebody screws up, flies in craps on them and flies away. And that's the seagull manager. So those are the two worst managers, I think, I don't know, which is worse. But anyway, I've had both. So, you know, I think you have to sort of learn that that's not the way you do things. And, you know, for for us, it's like, any little thing that you can do to give feedback, whether it is, you know, a thumbs up, or, you know, a thinking emoji, like we talked about these emojis in slack all the time, because we like it's so important. And this goes back to the episode we did on slack. Like Don't underestimate the power of like, you know, a thumbs up emoji in slack or like the tier 11 logo that kind of twists around like when somebody does something that's like, really good for the company and good for everyone. And all those things are important. That's more on the positive side, but also pulling people aside when you see them not doing something right. And do like reprimanding them immediately I think is really, really important. And not doing it in public. And this goes back to like, what one minute manager stuff like if anybody on this show has not read the one minute manager and you're trying to manage people virtually go out and get that book and listen to it, read it, like 10 times. It's so good. It's so basic. And so much of this stuff that we're talking about here relates back to those principles. So you've got to reprimand people if they don't do something, right. And then but you've got to give them feedback. If they do, if they do do something, right. And they say it in that book. Feedback is the breakfast of champions. And it's so is we're humans, and you don't have the luxury of being able to see them in the hallway as a virtual organization. You can do it quickly through a loom. You can do it quickly through a Hey, let's hop on a zoom call. Hey, you got five minutes. Boom. Did a call yesterday with Steve. You know, we closed a sale like that. I was like, hey, got a minute. Boom, right after the call. He was like, oh, what does Ralph want? I was like, that was the most amazing call I've ever seen. I just want to tell you that you Did this this, this, this, this and this right? And it was great. He's like, oh, but that's what it should be, you should give feedback in the moment right or wrong. plenty of times, I've said, Hey, after a call, same thing, and it's not positive, but I think it's important. Now, he's in a very good spot, and he's a stud.
Deacon Bradley 24:20
So that's an interesting point there. So on that workflow, just to make sure I'm understanding this, right, you guys were in a meeting with a customer potential customer, like a kind of, I guess, a public forum. You're in like a meeting. And then that meeting ended. And then you went back to him and said, Hey, can you jump in another side meeting? Is that how that was? worked? Absolutely.
Ralph Burns 24:43
Yeah. So he, I think I actually, I think he called me. So a lot of times, we'll do a meeting with a customer like we're, he's been with us for what, four or five months now. So yeah, we would do a meeting and then Immediately, I give him feedback. Or if I didn't have time for coffee to call back up, right up to right up to it, I would jot out notes and send it to them in the sales channel. Like, here's my feedback on the meeting, you did this, right? You did this, right? Here's where you need to improve. Cool, like he loves it. Because he like tells me what what I'm doing right what I'm doing wrong, but do it in the moment. Like yesterday's call, like, I could have let it go. But like, I think I know he was feeding off the high from closing that sale price for the next 24 hours. That's what I wanted. Not because I was trying to manipulate them as a manager and a leader. Oh, but because
it was right, because he did do a great job. Why wouldn't I tell him?
It was the end of the day and was good. So I would encourage you to do as much real time feedback as you possibly can. There's a line too much, but you got to kind of figure out where that is because I think virtually You have to do it probably even more so than you do in person.
Angela Ponsford 25:57
Yeah, and you're not gonna I get this right all the time. And I don't think you're ever going to be at the place where you get to the plateau where you know, you've nailed it. And you know, you've got it right. I think there's always going to be those swings. Like, I'm really nailing it right now. And then oh, no, I've let go and given them too much negative on or, you know, like going too much in the positive. It's like it's a constant is a constant thing you're going to be working on as a manager. So don't beat yourself up if you don't get it right all the time. You know, like, I know, can you recommend the book with radical candor that you had read and that it's amazing that we agree we talk about all the time and the podcast they have a podcast which just goes through the book that's excellent as well if you just want little snippets of stuff. It works.
Deacon Bradley 26:47
Yeah, I love that book is it's incredibly actionable, that in one minute manager are the kind of books that you can read and then you can keep them next to you on your desk and think I need to give somebody like a one minute reprimand somebody did something Wrong, what do I do? And you're like reading through it. And then by the time you get on the call, you look like you know what you're doing. So,
Angela Ponsford 27:06
Deacon Bradley 27:08
definitely get those books. We've talked a lot about the importance of speed of feedback. Angela, you have a lot of people reporting to you. I know you can't always get on a call and do the face to face after meeting because a lot of times calls are back to back. What do you do in the case where it's like? Like, I mean, we've got time zones here. You've got other people's schedules, like how else are you giving rapid feedback and making sure that they get feedback? If it's not, if you don't have that chance to like, get on the phone with them?
Angela Ponsford 27:36
Yep. So if you're absolutely, if I can get on a call, especially if it's negative feedback, I just have to be very careful. You have to be very careful about how you give negative feedback if you can't get on a call. But that's where if you know you definitely can't get on you need to give them quick feedback. I'm always very mindful of what time it is for them as well. I don't want to put something Negative in a channel If I know that they're just signing off for the day, and then they're gonna sit on it overnight and stew about it. Same thing, if it's a weekend, or even, you have to weigh up the I want to give rapid feedback with, where is this person out right now? And is it better for me to wait till the morning when they're just app?
Deacon Bradley 28:19
That is such a cool tip. And I wish I had thought of that. But I can totally think of times where it wasn't necessarily feedback, but it was something about some negative thing within the business that I would read. And I probably shouldn't have been reading it closer to bed or on a weekend anyway, but I'd read it. And then like my mind just checks out and I'm stuck trying to think about that. So that's a really interesting tip. I'm glad you brought that up. So great. Yep. Like we've all
Unknown Speaker 28:48
Ralph Burns 28:52
Or we've made the mistake of like, seeing some bad news right before you go to bed and you can't sleep or at least like I can't sleep that But so I tried them, you know? Yeah. Yeah. and modify it as much as possible. But yeah,
Angela Ponsford 29:06
it's right. No matter what people say a lot of people are still still have the notifications on their phone. And even though they're in bed, they'll still see it. So yeah, there is a balance between the rapid feedback, definitely and what time zone are they in? And how's this gonna affect them right now? Yeah.
Deacon Bradley 29:23
So if you remember rapid feedback you need people need lots of feedback, they need to get it as quickly as possible. That's one of the huge lessons that I took away from the one minute manager and from radical candor is like they both emphasize that a lot as well as Ralph. That's one of the things that you really emphasize to me a lot. And so kind of the order of precedence that I think of is like, my ideal scenario is I want to get them on a quick five minute zoom call, just message them afterwards. Hey, can you jump on this call, just wanted to chat about something positive or negative. That's a good thing to do. Second, behind that would be phone I would say I prefer zoom, especially for negative stuff because I want to know if I'm giving them negative negative feedback, just reading that body language of, do they think this is unfair? Are they aware of it before? Just like all of those things you pick up on, I think is really important. In the absence of those two things, I'm curious what you think on this to Ralph cuz I don't think we've ever talked about this. But how? So if you can't do either of those things right afterwards? How long would you wait before you're like that's too slow? Send them a slack message. And then what would you send them in the text message to give some sort of feedback? So it's not a week later when you're like, wham, here's the feedback from a week ago.
Ralph Burns 30:39
Yeah, I mean, I think we talked about this a little bit in the, in the zoom episode of having a communication channel if you're on if you're on a call, if you're on a zoom call, like I think we gave the example we're on a customer call and we were all in that customers Channel. In slack as we were on the zoom call, and we had an agenda, you know, on Drive. That the customer was looking at, but then we had a back channel, internally. So sort of establish your communication channel, if it's feedback that you can present to the entire group put it in that Slack channel. And for me, I usually I don't do that typically. So I will unless it's something about like the team itself. You know, like when we were on a call for, you know, that sales call for for Steve, like the team had created the document that ended up selling the customer. So I was giving feedback to the team about the, you know, the stuff that they had actually put together for us to prepare for that call, call the strategic account plan. So I gave them feedback in the channel as a group. If I was on that call, I would probably maybe it was just one person, I would probably direct message them and then give them feedback in the direct message and sort of jotting it down writing it as it happened. And it might be three sentences. We're not talking about writing war and peace here. But like, yeah, great job like doing like assuming the close on that good questioning, like you work through this, like I would jot it down. And then here's where I would see, you know, some improvement here, here here and I would send a direct message if I knew I couldn't do a debrief after the call. So the point is, like, I don't do it all the time. I'm not perfect with it at all, like sometimes I don't, and that's okay, too. And if you read the the one minute manager, they actually say that and they're in the book, it's like, you don't have to always do it, but they screw up, you really should be right on them, like right after. But if they do great stuff, you know, sometimes you don't praise everything, like otherwise you sound like a broken record. So just just sort of think like where's the most appropriate way in which to give that feedback, but that feedback is so important. People are craving for that craving feedback, and give it to them.
Deacon Bradley 32:58
We're actually going to cut things off There, I got a list of seven things here. But there are so much in each one of these that I just want to focus and give the required amount of time to these first three things. And make sure that those are really clear because I really believe as a virtual manager, if you just focus on these three things, you will have much better results. Number one, set expectations as clear as possible. Number two, have really clear communication channels and expectations around that. And number three, rapid feedback and lots of it. There are two favorite books that talk a lot about these topics. One minute manager and radical candor. Those are both going to be in the show notes. So thank you so much for joining us today. For resources and the show notes from this. Check the notes are right there in your podcast app, find a link to head over to the Virtual Business podcast comm also we've developed a handful of guides for virtual teams and virtual business leaders. So already so far, we have a slack guide, this is the same SLP that we give our team when we're when they're first starting out and something that we refer back to all the time to make sure that everybody's using the same thought process, the same communication channels, and everyone's held to the same standard, and it has paid huge dividends in our effectiveness as a team. We also have the zoom power users guide. This is something that when people come onto our team, I hand them this guide. It's a really simple setup process, a lot of the kind of switches and stuff that we prefer as a team that will make your experience better in a remote environment. So you also have access to that. There's more on the way including Ralph's book on managing virtual teams, which we're really excited about. I've been a student of this for a long time, and I've got it sitting up here on my shelf. And this is something that we've been through a lot of training on. So all of that stuff is going to be coming out soon. Some of it's already out. And if you want insider access to all of this stuff, head over to the Virtual Business project. fast.com click on the insider access link at the top, get on the list. We'll see you next week with the last four tips.
Resources Mentioned In This Episode
- Dare To Lead by Brene Brown
- Radical Candor by Kim Scott
- Radical Candor Podcast
- “Paint Done” – our favorite clarity prompt (from Dare To Lead)
- The Effectiveness of Management-By-Walking-Around (HBS)
In The News: Some Fun Stuff This Week
Don’t be this guy: Commissioner Resigns After He Threw a Cat During Zoom Meeting
Looking for a quick way to boost moral on your zoom calls? Maybe a goat (or llama) can help. Sweet Farms will drop into a meeting and surprise your team with one of their animals. Oh, and they’re actually booked out quite a bit.