A Leaders Guide to Surviving and Thriving in the Virtual New World

By now, most colleges and universities have quickly transitioned courses and operations to a temporary remote or online environment. Although a wealth of information is available on best practices and strategies for converting courses to and teaching in an online environment, there is less content on managing and leading in a remote environment. That's because much of higher education does not work remotely or only has select departments or individuals working remotely. Whether you manage a small team or hundreds or thousands of employees, your leadership strategy during times of disruption will drive or slow performance. Several guiding principles can help leaders and managers keep teams engaged, productive, and balanced while working remotely.

• Change is hard. Change is even more difficult when presented with a pandemic that most of higher education was not prepared to respond to. And in many cases, "people don't fear change. They fear loss."¹ So even for the most adaptable and flexible teams, COVID-19 has likely resulted in a rapid change in how faculty and staff operate on a daily basis. While it's important as a leader to maintain composure during these times, it's also important to make clear that you are also being affected by this change. Confident leaders are humble and authentic, especially during times of change. And remember that people process change at varying speeds, so patience and flexibility are key during times of change.
• Continuity helps. While the physical locations of individuals might have changed, to the extent possible, keep regular meetings with individuals or teams. For example, if you had a status update meeting on a team project Tuesdays at 3:00 p.m., try to keep it at that time (understanding that some of your staff—particularly those caring for children or others at home—might have conflicts). This helps provide structure during what is an unstable time for some.
• Mode of delivery matters. We all have choices in how we communicate information. In a physical environment, these channels can be more fluid because you can drop by someone's office, explain something in an impromptu meeting, or have a conversation over lunch. A remote environment has fewer options for communication, so the choice of method can make a difference. Consider the content of the communication, the length and complexity, and the audience. Some items are easier explained/discussed using the ole' fashioned telephone instead of a five-paragraph email whose meaning could get lost in translation. For complex policies or initiatives, consider holding a training with an optional Q&A.
• Be present. Being present for people in a remote environment during times of change is vital. In the same way that that some students who take online courses can feel isolated, remote employees can also feel detached from their colleagues. As part of your communication strategy, it's important that as the leader, you are accessible and interested in listening to your team's ideas, thoughts, and concerns. Try scheduling "drop in" times on your calendar, or start or end the day with team check-ins.
• Understand the social connection. Many people who haven't worked in a remote environment might be feeling a loss of the social connection that a shared physical space provides. This could be exacerbated by social distancing policies in most hometowns across America. For some, technology will never replace physical proximity, but as a leader you can promote social connectedness virtually. Consider scheduling a virtual lunch or game of music trivia with teams.

The COVID-19 pandemic has thrust changes upon higher education institutions at a speed that leaves little time for planning. As a leader, you might or might not be in favor of remote working environments in normal times, but your actions during this time will impact your team's performance. And remember, a number of higher education institutions have operated in the virtual realm for years and been very successful.

Note

1. Jeffrey L. Buller, Change Leadership in Higher Education: A Practical Guide to Academic Transformation (San Francisco, CA: Jossey‐Bass, 2015). ↩

---

Nichole J. Karpel is a higher education leader who advises academic institutions on program strategy, online learning, and accreditation.