Five reflections on successful remote working

__To mark the half birthday of the Department of International Trade’s (DIT) Change Management team, we were able to come physically together for the first time in our Darlington office. We appreciate that we are very lucky to be able to meet in person and that this is not a given for every team. __

We have stopped to reflect on our experiences as a remote team and are writing this article to celebrate our successes and share our experience of what has been a whirlwind six months.

The Change Management team is a true example of remote working. Our team of five is split across the UK, from Plymouth to Northumberland. Our aim is to embed Change Management in a department that is new to this concept and is dispersed across the globe. Each member of the team is either new to the department, new to the civil service, or new to the profession. We have each contributed to this article, giving our perspectives on remote working.

Joining DIT, and the civil service, remotely – Ruth Thompson

Upon joining the DIT, I was amazed at the welcome I received. People reached out to me, and when I reached out to them not one person declined or postponed me. They made time! On the campus in Darlington, we are all curious. We ask questions, we are considerate and inclusive. The bottom line is that this inclusive organisational culture makes all the difference when not physically located with our immediate team.  And my contribution is ensuring that this level of inclusiveness does not fade even when the campus is not as new a concept.

Winning people over and embedding Change Management practices remotely — Mandy Oliver

Establishing and embedding Change Management in a remote organisation, when working from afar, requires energy and perseverance. Once key stakeholders are identified, it is vital to make a great first impression. Being open, supportive, and expert is crucial to building trust. Make sure to utilise valuable diary time by consistently selling benefits and adding value. Take advantage of the digital tools to collaborate and always do the basics well (such as setting clear expectations and using forward agendas).

"Being open, supportive, and expert is crucial to building trust."

Building knowledge and capability across a global organisation remotely — Carolyn Kinghorn

Building capability in a new organisation is always a challenge but working remotely has turned out to be such an opportunity! Virtually ‘getting out into the department’ has allowed us to learn (at pace!) how our organisation operates whilst teaching people about Change Management.

One thing we learned - when working in a global context - is not to underestimate cultural differences. A flexible approach is vital to overcome this. Being willing to tailor sessions and working with local experts was key to getting our audiences on board.

Build and leading teams remotely — Gintare Geleziunaite

Successful remote teams are led by servant leaders. They remove obstacles and encourage autonomy but are always there to catch you. If as a leader you feel the urge to ‘stand over the ‘virtual’ shoulder’ for best results – we advise against it. Instead, focus on building pride in your team and organisation which will naturally make everyone involved want to do the best job they possibly can. Remember to thank, praise, recognise and celebrate success!

Creating a successful remote team will take effort. But making the effort will be the most important thing that you will do as a leader.

Final thoughts — Sabrina Chumber & Finley Wilks

For our team, the overall experience of remote working has been overwhelmingly positive. However, we must ask ourselves whether we have been lucky? Over recent years we have all adapted to home working and have been energised by the prospect of returning to the office for part of our time. The challenge now is to ensure that we transition this positive attitude into our long-term culture, as remote working ultimately becomes business as usual.

If you are going to take one thing away from this article, let it be that making the time to support your remote colleagues makes all the difference - this could be through regular virtual check-ins, virtual coffees, or other virtual watercooler moments. So make the effort!

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