Managing Remote Teams
Increase your team's output and engagement by becoming a better Remote Manager.
“Really helpful, I’m a different person than I was when I started… it fundamentally affected the way I communicate with people.”Daniel Webb (CEO, Cobwebb)
“Many insights on how to reshape our understanding of team management in a remote context, which is a new and evolving practice.”Xavier P. Hansen (Lead Solutions Architect, Thermo Fisher Scientific)
Most customers bought this course because they believe that remote work can and should be as effective and engaging as in-person one.
Does this matter to you?
41 video lessons that take about 2h30 to be completed. They cover most of the tasks of a remote manager: delegating, running meetings, managing performance, keeping engagement high, training and coaching, bringing clarity, and more.
An eBook, which contains the transcripts of the videos. It's helpful to take notes (and can be read instead of the videos, if they're not your thing).
What's not inside? Anything that could be better asked to a lawyer (e.g., remote employment laws), a recruiter (e.g., where to find remote talent), or an IT specialist (e.g., how to troubleshoot your video call software).
A quick note before proceeding
1.1 – Clarity and delegation (3m43)FREE PREVIEW
1.2 – What's enough, what's too little, and what's too much (4m09)FREE PREVIEW
1.3 – Delegating Core Values (4m23)
1.4 – Clarity enables freedom (5m41)
1.5 – Achieving Superclarity (7m29)
1.6 – Clarity during communication (7m47)
1.7 – Giving full individual control (2m30)
1.8 – Clarity enables feedback (0m55)
2.1 – Giving actionable feedback (5m53)
2.2 – Calibrating the feedback you give (1m41)
2.3 – Giving helpful feedback (10m02)
2.4 – Is it your role to provide suggestions? (2m38)
2.5 – Good feedback comes from understanding (2m01)
2.6 – Following up (4m45)
2.7 – Give more feedback (4m13)
2.8 – The "efforts without results" problem (4m56)
2.9 – The importance of trust for delegation and follow-ups (1m36)
3.1 – Building trust as a manager (6m55)
3.2 – Be deliberate (6m02)
3.3 – Building trust between colleagues (7m27)
3.4 – Building relationships (1m51)
3.5 – Frustration incidents (2m06)
4.1 – Coaching (12m04)
4.2 – Addressing a lack of improvement (3m36)
4.3 – Coaching remotely (3m37)
4.4 – Building personal judgement (2m46)
5.01 – Sizing tasks (4m22)
5.02 – Performance reviews (2m41)
5.03 – One-on-ones (3m52)
5.04 – Prevent waste and frustration (2m21)
5.05 – Onboarding (4m12)
5.06 – Async collaboration (3m54)
5.07 – Running team meetings (5m30)
5.08 – Ten ways to kill motivation as a manager (1m54)
5.09 – Measuring work (2m15)
5.10 – Should managers voice their opinions (3m51)
5.11 – Should I assume responsibility for my subordinates' failures (1m46)
5.12 – Ending (0m44)
The course delivers practical knowledge on how to effectively manage teams, including advise on managing remote teams. Even experienced managers should find each module hugely valuable to reassess their performance in each of the areas. Some of th...Read More
The course delivers practical knowledge on how to effectively manage teams, including advise on managing remote teams. Even experienced managers should find each module hugely valuable to reassess their performance in each of the areas. Some of the modules apply not just to managers but anyone in the organisation and huge insight and improvement can be obtained. A hugely enjoyable and motivational course that I highly recommend to set yourself apart from other managers !Read Less
After this course, you'll know clearly how to tweak your interactions with your team so that they gain clarity, become more proactive, and trust you (and each other) better.
Project management software, team meetings, one-on-ones… any management tool can bring clarity and effectiveness in the hands of a great manager or become a nuisance in the hands of a poor manager. It's not about the tools but how they are used. For example, when managers use these tools to delegate, do they clearly and concretely explain what they need and why?
Hence, in this course, I will not recommend any specific tool or software to assign tasks, provide feedback, or otherwise do your job as a remote manager. Instead, I will teach you how to delegate effectively, give helpful and actionable feedback, and build trust remotely, so that you can become a more effective manager regardless of the specific tools you use.
Two managers might use the exact same words to give the same piece of feedback to the same employee and get two radically different reactions. The difference is in the trust the employee had in each of the managers.
If your people don't trust you, they won't work full-heartedly on the tasks you assign them, no matter how good your delegation skills, and they will react defensively to your feedback, no matter how well given.
It is necessary that you build trust within your team that you are a good manager.
During the course, I will explain exactly how trust works, how you can build trust as a manager, and particularly in a remote environment.
The less clear you are during delegation, the more likely there will be a discrepancy between your people's output and the output you would have wanted them to produce. Any discussion you have after the discrepancy will be frustrating for both parties involved.
But not having any discussion would also be bad, both for you and your report.
The solution to prevent this lose-lose situation is to be extremely clear during delegation, before it seems necessary.
And the right way to achieve it is not by adding unnecessary details or specifications but by being superclear about the essence of the work you want your people to perform. I will teach you how.
Clarity is not micromanagement, but lack of clarity is lack of management.
People only voice a fraction of their doubts. The rest shows up later as indecisiveness, inefficiency, and ineffectiveness.
Employees love when their manager, while delegating a task, makes explicit what would be too little and what would be too much.
Don’t aim to be clear enough so that you can be understood, but aim to be so clear that you cannot be misunderstood. That’s superclarity.
Explain to each employee what abstract company objectives mean for them individually.
If you feel awkward while giving negative feedback to your subordinates, it’s probably because you believe the root cause of their mistake is an inadequacy of yours.
Unless you demonstrate to your subordinates that you are competent and trustworthy and have their best interests at heart, they won’t perceive your feedback as helpful, no matter how well you give it to them.
If you spot any signs of paralysis, lack of confidence, or other negative responses, make your feedback smaller, more specific, and in general, provide a small, clear, explicit first step for them to take that they feel they can take.
How good is a soccer coach who never attends his team’s games and training sessions, only meets the players in his office, and only evaluates their performance by looking at their report cards? He would be a terrible soccer coach. And yet, that’s how too many managers do their job.
The more you reward efforts without results, the more your people will focus on efforting rather than achieving.
Every time your actions demonstrate you are a fair, helpful, and effective manager, you build trust. And every time you waste your subordinates’ time, effort, or proactiveness, you break trust.
Meetings are not inherently wasteful; it’s that their attendees are not good at meetings. It’s your job as a manager to teach your subordinates how to be effective participants in meetings. You must coach your people.
Keep high standards for online meetings. They can and should be engaging and effective.
Personal judgment cannot be taught with procedures and trainings, because it is what happens outside of procedures and trainings.
During one-on-ones, spend at least 3 minutes discussing something more long-term: career growth, skill growth, sources of fatigue and frustration, etc.
…and regular meetings
By taking part in this course, you will also become part of a community of alumni of my management courses (not just this course but also other courses and workshops I teach on management).
You will get access to a community website, where you can ask questions, share experiences, and meet peers.
Moreover, I will also organize regular live sessions: Q&A and sharing moments to be held as group video calls.
I strongly believe you will like it, as 100% of the participants to the live workshop versions of this course reported having found it useful. That said, I offer a 30-days no-questions-asked full refund guarantee.
I have been working in hybrid or remote teams since 2008, eventually leading groups of up to 40 people. I've also been advising managers, executives, and entrepreneurs on how to better manage remote teams since 2020.
No. I won't add new things on your to-do list (almost). Instead, I will teach you how to do what you are already doing (delegating, team meetings, one-on-ones, etc.) more effectively.
No. I assume you already have the capability to perform video-calls, but that's it. I don't care which specific software you use to send updates or communicate – it's irrelevant to becoming a better communicator.
Yes! While I just launched this specific self-paced course, so there aren't many reviews yet, I have been running this course as a workshop many times, both in-person in Europe and Asia and remotely with participants from all over the world – and reviews of these were great! You can check the testimonials higher on this page or my portfolio on my personal website, Luca-Dellanna.com
I'm pricing this course at roughly one third of the price of admission to the live workshops I teach on the same topic. It's a bargain, if you consider you get to keep the recordings and the value it will add to your career.
A large part of the curriculum is about how to tweak your interactions with your team, so you should see the first improvements already within a week from you finishing the first module of the course. The third module is about medium-term effects (a few weeks to show improvements) and the fourth module is specifically about longer-term improvements (a few months on).
Because every day you have a bad remote interaction with your team (you delegate unclearly, you give unhelpful feedback, etc.), you break their trust that listening to you is a good idea. So, the faster you start improving the quality of your remote interactions, the better.
Some employers reimburse training courses for their employees. Ask yours.
In addition to the online course, you can also purchase a one-hour one-on-one video call with Luca (to ask any questions you might have) and a half-a-day remote workshop for your team
The online course
Course + one-on-one with Luca
Course + call + workshop