Remote Resource Management Impacts

Resource Management

Remote Management

With many years of management experience there have been vast exposures to different management styles, organizational structure, situations, and resources. Working with entry level minimum wage to remote technical professionals. Each have their quirks, preferences, pros and cons.

Experience with both remote and non-remote management preference was non-remote. It was difficult to provide great management experience to subordinates remotely. In an environment where growth is desired it makes it difficult to be in-tune with resources.

Resource constraints and work performances are lost. Most technical resources are not extroverts, looking to inform their supervisors of their daily efforts. Most resources don't provide informative support for managers.

Situations required explanation often. Why did this project take so long, why are we over budget, etc. This is more obvious in environments with non-remote resources. For example you'd be able to identify when resources are not on-task, overtasked, or struggling. The solution on this seams easy, most PMs would say "That's why you touch-base frequently." PMs are not resource managers. You would think PMs would be experts and managing resources, they're not. They're experts at managing projects, which does include resources, but are not able to achieve an intimate engagement with resources. PMs also often only see or care about projects they're responsible for, and does not include other projects a resource is assigned to.

Managers try to overcome this challenge by introducing additional structure. Additional structure mean less genuine interactions. We do what we can with the situation. No situation is perfect. However, knowing this is can improve our engagements. How to improve: more team activities, partial remote resources, online games, and or events can help to improve.

Resources need engagement from their resource managers. You're their coach, guide, and support. Help them achieve their goals, let them know they're doing well or need to improve, and listen to them.

DO NOT use your one-on-ones to talk about project progress. This is the worst service you can provide. PMs that have evolved into management roles are notorious for this. No resource needs or wants to talk about things the company cares about, unless they feel it will directly pertain to their success. You're not going to intrinsically motivate individuals if you only talk about project statuses.

Be the best manager you can be, stop talking, and start listening.

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