Lol the discussion here is around remote work, I brought up the difficulties managing a remote team.
(1) Leadership & management are actually two distinct roles that are often conflated
(2) how do you lead a team without talking to them?
Your comment is fair-ish, but I think misses the mark. You have to balance touch points and removing blockers, with attitudes like “I want heads down time to work”. In an office you can walk pass, see someone struggling and offer to help. In a remote setting you need regular check ins.
For what it’s worth here, I described maybe 2-4 hrs a week of meetings. How is that a burden? Lol that overhead of planning & engagement (5-10%) dramatically (like 1.25 - 2x) productively. It results in less waste and a more motivated / engaged team, if done properly
Ask your team to do an anonymous, net promoter score for each of the meetings. If you can't prove the claim that productivity is increased by the amount you specify then consider cancelling the meetings.
Net promoter scores wouldn't have any baring on productivity. As an example, often the least enjoyed meetings can be productive (such as telling a person to stop working on their project).
(1) Leadership & management are actually two distinct roles that are often conflated
(2) how do you lead a team without talking to them?
Your comment is fair-ish, but I think misses the mark. You have to balance touch points and removing blockers, with attitudes like “I want heads down time to work”. In an office you can walk pass, see someone struggling and offer to help. In a remote setting you need regular check ins.
For what it’s worth here, I described maybe 2-4 hrs a week of meetings. How is that a burden? Lol that overhead of planning & engagement (5-10%) dramatically (like 1.25 - 2x) productively. It results in less waste and a more motivated / engaged team, if done properly