Management
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen, especially when part of the team crosses a border every morning. One day to set clear rules from the start, write objectives that can be read without you, and keep rituals that do not wear away.
What you will be able to do
- Know the stages of managing at a distance
- Set clear objectives for remote and home working
- Put planned rituals in place with each team member and with the team
- Adapt your remote management to the personality of each team member
Programme
The main principles to respect
- The principles of managing at a distance
- Shared perspectives: the difficulties each participant meets when managing remotely
- Defining the prerequisites of remote management, in a workshop
The stages of managing at a distance
- How to raise the possibility of remote working
- The rules to set from the start
- Setting clear objectives for each person
Rituals, small and large, individual and collective
- The rituals to keep
- Organising the team's motivation at a distance
- A few tools to use
Recognising and correcting at a distance
- The balance between recognition and corrective feedback
- Practice and shared-reflection workshop
The remote one-to-one
- An essential management tool
- Each manager's own specific issues
Adapting remote management to each profile
- An introduction to a method for adapting to another person's behaviour
- Evaluation and close of the day
What this training gives you
Keeping motivation and cohesion at a distance, and balancing delegation, ownership and trust when you cannot see the work being done.
One day, built around what a manager can put in place within the week.
A team with variable rules
Teams in French-speaking Switzerland have one particular feature: within the same team, attendance rules are not the same for everyone. A cross-border commuter, a resident, a colleague attached to the head office in German- speaking Switzerland and someone recruited internationally have neither the same constraints nor the same room to manoeuvre.
The day deals with the management consequence of this: how to set a common framework when individual arrangements differ, without the difference being read as a favour. It is a question of perceived fairness, and it is settled by making things explicit.
Questions about this training
Is this only about working from home?
No. In French-speaking Switzerland the most common case combines remote work and geography: a team split between Geneva and Lausanne, a head office in Zurich, cross-border colleagues whose office days follow constraints that are not yours.
Does remote work for cross-border commuters raise specific questions?
Yes, tax and social security questions, and they are outside the scope of this training: they are for your HR department or your fiduciary. The day covers the management consequence, namely attendance rules that differ from one person to another without looking like a privilege.
Where should you start?
With the rules, set at the start. Almost every case brought to this day comes back to expectations that were never stated: availability, response times, what gets decided without you.
Is one day enough?
One day, deliberately. It is a first level built around a small number of things a manager can put in place the following week. To go further, participants usually continue with the manager-leader programme.
Related trainings
The manager-leader toolkit
The firm's core programme. Three days to stop settling everything case by case and to have tools that hold: set a frame, correct without humiliating, delegate for real, and adapt how you work to each person.
Non-financial motivation levers and team coaching
In a country where salaries are already high, a pay rise is no longer what keeps someone. Two days to organise motivation differently: twelve practical levers, mediating a conflict, and a team vision that people take on as their own.
Visual management: first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to build yours, decide what deserves a place on it, and run the daily meeting so the team takes ownership of it rather than putting up with it.