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许多领导人越过第一个障碍移动他们的团队偏远: ensuring colleagues have set up their tech tools, defined their processes, and permanently logged into their video conference accounts.

But this is just the first step towards creating an effective work environment for remote employees. The next critical question we must ask is: How do you motivate people who work from home?

进一步阅读

This question is important now because, during crises such as Covid-19, people often tend to focus more ontactical work- 回答正确的门票数或遵循批准的项目计划 - 而不是调整越来越多的事业可能面临的问题。

但是一些团队脱颖而出,在病重的时候moil, regardless of the challenges. They win market share. They earn life-long customer love. They keep their productivity high, or higher. In other words, theyadapt。虽然对远程生产力的学术研究是混合的,但有人说它在其他人承诺增加时,我们的研究表明,您的成功将取决于您的方式。

First, it’s important to note that right now, working from home is likely to reduce motivation.

Between 2010 and 2015, wesurveyed世界各地的20000多名工人, analyzed more than 50 major companies, and conducted scores of experiments to figure out what motivates people, including how much working from home plays into the equation.

当我们衡量从家庭与办公室工作的人的总动机时,我们发现在家工作不太动机。更糟糕的是,当人们没有选择在他们工作的地方,差异是巨大的。总动机降低了17分,相当于从其行业中最悲惨的文化中的一个最佳迁移。

我们确定了three negative motivatorsthat often lead to reduced work performance. These have likely spiked in light of the coronavirus pandemic.Emotional pressureandeconomic pressure随着人们担心失去工作,支付租金并保护他们的健康是飙升。关于如何安全地获取杂货的新闻,关于亲戚的恐惧是深感令人痛苦的问题。Inertiafor work is bound to increase as people wonder if there’s a point in even trying.

我们还确定了三个积极的激励因素,通常会增加工作表现。我们相信这些在当前情况下易于失踪的方式消失。, the motive that most boosts performance, could decrease if it continues to becomes harder for people to get things done from home. For example, people may miss the joy of problem-solving with a colleague, or the ease of making a decision when everyone is in one room.目的也可以随着团队减少对客户或同事的影响而下降,特别是如果没有人提醒他们。最后,potentialcould decline if people can’t gain access to colleagues that teach and develop them.

If business leaders don’t move to change this, shifts in people’s motivation will ultimately lead to a decline in adaptability, quality, and creativity just at the time when the post-cornavirus recovery will require productivity growth.

商业领袖可以做什么?

When a colleague of ours was diagnosed with cancer, our first instinct was to reduce her work so she could focus on her illness. To be sure, there were times she needed 100% rest. But we quickly realized that we had taken away a major source of her play and purpose. Her work was a much needed break from the anxiety-inducing news she received each day.

对于我们在金融危机期间工作的公司来说也是如此。我们发现,在18小时工作日期间,试图搁置市场的分析师在其职业生涯中具有最高的动力水平。我们采访的军事退伍军人以同样的方式谈论他们的最高赌注日。出于同样的原因,您认为,许多公民正在组织志愿自行车快递俱乐部,而不是坐在家里。健身教师是他们的领先课rooftops或免费在网上免费流媒体。学者正在与学生一起运行虚拟教室和研讨会。

It’s important for leaders to follow suit and remember that work can deliver a much needed boost to their teams, even when there’s little choice involved in their work-from-home situation.

The key is resisting the temptation to make work tactical only through strict processes, rules, and procedures. While some degree of boundaries and guidelines help people move quickly, too many create a vicious spiral of demotivation. In such cases, people tend to stop problem-solving and thinking creatively, and instead, do the bare minimum.

If you want your teams to be engaged in their work, you have to make their work engaging.

The most powerful way to do this is to give people the opportunity to experiment and solve problems that really matter. These problems won’t be the same for every team or organization. They may not even be easy to identify at first. Your employees will need your help to do this. Ask them: Where can we deliver amazing service to our customers? What’s broken that our team can fix? What will drive growth even in a time of fear? Why are these problems critical, valuable, and interesting?

Today, we’re collaborating with teams across the globe that are seizing this way of working. A pharmaceutical company’s clinical trials team is experimenting with ways they can help hospitals prioritize trials and maintain safety during this crisis. Teams across the tech unicorn, Flexport, are generating ideas on how to ship critical goods around the world, keep their clients’ supply chains running, and share tips to keep their suppliers in business. An insurance company is testing ways to prioritize their skyrocketing internal chat volumes and process claims in timely ways. In the teams we work with, we’ve seen productivity remain high, and in some cases, improve.

What has made them so successful is that they are not relying solely on giant new programs or approaches that need CEO approval. They are simply finding ways to make sure every single person on their teams feels like they have a challenge that they can help solve. In your own cases, this challenge can range from something as small as how to better greet customers or accommodate new schedules to something as big as moving your previously in-person business online.

把它拿回你的球队

这一切都可能听起来很好,但如果你想知道如何开始,你并不孤单。少数组织已经教授如何识别以何时以及在新的工作方面进行实验,尽管实验导致员工动机的45分。

Given today’s challenges with Covid-19, there’s a simple set of recommendations we give to teams who are working remotely.

首先,你衡量的是你关心的人民的最强信号。如果您想向他们展示您关心的动机,您可以使用我们的在线衡量它toolor using yourownpreferred survey tool. Then, have a discussion with them about what might be driving their motivation up or down, and what would be helpful to maximize their motivation and experimentation in the weeks to come.

You might ask questions like: How is the current situation affecting you at the moment? What tips do people have for how to motivate yourself and find play and purpose in the current environment? This is your time to listen and create a safe environment in which everyone can talk.

其次,确保您的每周例程仅在战术工作中注重 - 您需要执行的具体计划,如您需要回答的票证,或者您需要检查的框。你一周的一半也应该集中注意力在自适应性能上, where there is no plan to follow, but instead, experimentation and problem solving.

Generally, we recommend a simple rhythm for remote teams.

Monday:举办涵盖以下团队的性能周期会议。

  1. What impact did we have last week and what did we learn?
  2. 我们本周有哪些承诺?谁对待每个人?
  3. How can we help each other with this week’s commitments?
  4. What are the areas where we should experiment to improve performance this week?
  5. 我们会跑哪些实验,每个人都在为每一点?

周二周四: Have at least one individual meeting with each of your team members. To help motivate your employees, focus on helping them tackle challenges that are a slight stretch. You can also coordinate small group meetings in which employees can collaborate on the week’s experiments and tackle problems together.

Friday:Focus on reflection. Showcase and gather input on the experiments of the week. This might include presentations from project groups during which team members share metrics and insights. It’s also important to check in on each other’s motivation and progress. As the leader, set the example by asking people how they are feeling: Where did they struggle with their motivation, and where did they thrive?

We know that this approach works because we used it during the financial crisis. When most financial services teams were doubling down on rules and processes, we helped thousands of people working in mortgage and home equity shops identify the problems they could solve, innovate, and adapt. Their motivation skyrocketed, and they outperformed the status quo by 200%, finding creative win-win solutions for the financial institutions they worked at and the customers who were in danger of losing their homes.

正如我们在2008年所看到的那样,团队可以进行实验和适应。我们还看到,团队可以在压力下冻结并后退。使其成为实现前者的使命,并实现更高水平的增长和生产力作为远程团队而不是一个人的团队。这是一项挑战,可以让您在危机后面落后于我们之后很长时间。

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