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  1. PRESENTATION TOPIC Leading Remotely Requires New Communication Strategies Presented by : Mohammad Umair Hyder Roll No : 6741 Group no : 11
  2. • The author has written this article to discuss the role of Leaders for effective communication strategies with their employees. • Managing a team remotely during COVID-19 has presented its own set of challenges, specifically for business leaders . They have all sorts of questions about the direction of the company, what’s expected of them ,etc.
  3. • But many people don’t have the time to deal with these questions, specifically those with the added prospects of caring for sick loved ones and kids at home. This is especially true for workers who are putting in extra hours to try to help some of the most vulnerable people.
  4. • Meanwhile, managers’ schedules are much tighter as they’re tasked with transforming daily operations and keeping the business afloat in unprecedented circumstances. And in some cases, businesses are trying to get more done with fewer employees.
  5. • All this can make it difficult to give attention to employees’ concerns. Over the last few months, the author has begun a new system that works particularly well with remotely located employees. This system has advanced the corporate culture during the pandemic.
  6. 15-Minute One-On-Ones in a Compressed Time Frame • The system begins with scheduling 15-minute individual meetings with each team member.
  7. • Steven Rogelberg, author of The Surprising Science of Meetings (and MIT SMR contributor), explained at, “A 10- or 15-minute meeting done effectively, with a focused agenda can have tremendously positive effects.
  8. • These benefits can apply to group meetings, he found that they’re just as powerful in individual sessions.
  9. • Holding these meetings individually, rather than in small groups, helps the author ensure that he hears from everyone. Some businesses do group meetings with a round-robin approach, in which each person is given a chance to speak but these meetings are not that effective as some people are less talkative .
  10. • By packing these individual meetings closely together, the author quickly identifies common themes raised by employees across the organization. If he were to spread these meetings out across a month, the similarities among what his employees say would be less striking .
  11. The ‘Traffic Lights’ Emotions System • The author begins each meeting with something he learned through executive coaching organized by Flourish Ventures (a venture of Omidyar Network, an investor in his company).
  12. • He first asks the employee about his feelings , personal and professional factors around him .The employee has to answer using traffic lights system. “Green” indicates OK, “Yellow” means overall OK and “Red” indicates pressing concerns.
  13. • This system is used to regulate emotions of children but its useful with adults as well. Its useful to check one’s own feelings too and analyze them.
  14. The author uses this system in one-on-ones with his team members. They openly discuss their issues related to family life, health of older people lost jobs ,professional life stress, isolation etc.
  15. • These short meetings have helped the writer in streamlining operations , providing flexibility to employees’ needs etc. To stimulate a happy workplace environment , he implemented Thursday social Zoom call and sent snack to people’s home.
  16. • The pandemic will take time to decrease , so the managers and leaders should focus on the needs of employees to meet the challenges and on better team work performance.