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Under normal circumstances, the commonly cited rule of thumb for remote teams/workers is that the leader may need to communicate, in an intentional way, twice as much as they would were the team situated together in an office space. But these are not normal circumstances. Communication practices with staff should consider current working from home realities such as shared workspaces, homeschooling duties, stress and anxiety, dodgy internet connections, and more.

With many Canadians continuing to work from home, finding ways to “detach” from work are increasingly difficult. But according to a recent study, engaging in regular physical activity can improve mood and enhance life satisfaction, both of which contribute to subjective well-being on the job (even if it’s in your home).

As the COVID-19 crisis continues, complaints of meeting fatigue are on the rise.  Have you found your day filled with back-to-back Zoom calls, where you stare blankly at the poorly lit face of a colleague on the computer screen, as s/he provides a daily update, or report?

“I hop from Zoom call to Zoom call for hours on end,” said one client. “I can barely get my actual work done…and I’m starting to tune out during these calls.”

There is definitely a better way.

It is easy to see how this unsustainable communication pattern began. With the implementation of physical-distancing, many teams were thrust unexpectedly into a work-from-home (WFH) situation without any established guidelines or remote-team experience.

Many leaders found themselves scrambling to hammer out new rules of engagement, and looked online for advice and best practices. This is not a bad place to begin, however much of this advice is based on more normal circumstances. For many employees, the current situation includes several variables not typically considered when shaping WFH policies, procedures and best practices – shared workspaces with family members and roommates, homeschooling duties, toddlers and pets tearing around the workspace, stress and worries related to finances and health, dodgy internet connections, and more.

Under normal circumstances, the commonly cited rule of thumb for remote teams/workers is that the leader may need to communicate, in an intentional way, twice as much as they would were the team situated together in an office space. But it seems as though twice as much has now become too much.

Instead, I suggest a less prescriptive approach to remote team communication – one designed to optimize the quality of connection and minimize the stress level of team members. Some team communication strategies may be working just fine. If so, there’s no need to make tweaks. For other sport leaders, the following guidelines should help develop a plan that is right for your team.

Assess your communication needs: It’s important to begin “with the end in mind” and consider what your team is attempting to accomplish (i.e. your various team objectives), and what type, quality, and frequency of communication will be required to help you get there. Take an inventory of what meetings you already have in place, and whether they contribute to the attainment of those objectives. For example, if one of your primary aims is to develop a comprehensive and innovative sponsorship strategy requiring the input of certain team members, ensure that the communication needed to accomplish this is represented within your plan. You may need longer, brainstorming sessions at the outset to allow for collaborative, creative discussion, then weekly updates on progress towards the sponsorship plan for a few months, then reducing updates to once a month.

There will also be the more mundane communication items that need to be covered regularly. Some of these items could be discussed in a meeting (e.g. team selection updates), while others may be suitably addressed over email (e.g. date or location changes for an event).  Ask yourself: What are regular updates that need to be communicated to the team? At what frequency? What venue is most suitable (e.g. Zoom, email, phone call)?

Prioritize & flex your meetings: As you are planning out your meetings, prioritize the topics you will cover, and ensure you have clear objectives for each meeting (e.g. making decisions on two key issues). Ensure these objectives are communicated with participants in advance of the meeting.

Specific projects or situations may require daily meetings at certain times, but give yourself permission to reduce the time allocated to the meeting, then reduce the frequency of the meetings, as needed. We know from experience that meetings will expand and contract to fit the time allocated, so be intentional about planning for what is actually needed, and be willing to close the session when the main objective for that meeting is reached. Further, as leaders, it is important to recognize that multi-hour meetings may be unrealistic for some staff at the moment, depending on their WFH situation.

Cut the extras and add in social interaction: This might not be the best time to introduce more low priority meetings into the calendar. In fact, you may want to reduce meeting times in order to prioritize valuable social connection meetings. Consult with your team about what types of social activities might be of interest (e.g. Online lunches, video happy hour, interactive quiz games via platforms like Kahoot). Find fun and appropriate ways for your team to reconnect with one another socially.

Pass the mic: If you find that you are doing all the talking for the majority of meetings, you’re likely doing too many report outs. First reflect on whether the content could be better shared via email or webcast link, rather than take up a set time in people’s calendar. Second, find ways to involve team members through active discussion, or by inviting them to lead portions of the call.

Consider the needs of each individual: Leaders do need to connect with team members, especially in these uncertain times. This doesn’t require a one-size-fits-all strategy. In fact, it is important to remember that team members are individuals and might have different needs.

Think beyond the screen: While video calls are a fantastic tool, consider other methods of communication. Simple phone calls, texting, instant messaging, or brief emails are also legitimate ways to remain in contact without overwhelming people’s calendars.

Cut yourself some slack: You might not get the meeting and communication plan nailed at first. With the help and input of your team, adapt your plans as you go. Even though these tips apply particularly to our work situation at the moment, all of the advice above is as applicable to establishing an effective rhythm of connection and communication when you’re back at the office.

Sitting all day can have short- and long-term health implications, from neck and back pain and mental fogginess, to increased risk for cardiovascular disease and type 2 diabetes. Whether it’s a quick morning stretch with the kids, a lunch-time workout, a mid-afternoon walk with the dog, find ways to increase movement throughout the day. Read about some the promising practices used by the SIRC team.

Feeling anxious? New research has shown that eye contact during interactions on video conferencing platforms has the same impact on our nervous system as in-person eye contact – helping us feel calm and connected. So turn on the video and adjust your camera to look directly at your family, friends and colleagues.

Is your at-home office literally a pain in the neck? University of Alberta ergonomics expert Linda Miller offers advice to help maintain good posture while working in less than ideal settings during COVID-19 pandemic. In addition to adding movement into your day, Miller suggests supporting your feet and back, using an external keyboard, and minimizing external noise.

The new Living True Sport While Physical Distancing infographic highlights ways to live each of the True Sport Principles while staying at home. This includes being an active member of the team, with both your colleagues and your family.

Research suggests competition is a stronger motivator for exercise than friendly support. To encourage active living amongst the SIRC team, supporting our physical and mental health, we’re using the Challenge Hound app. Learn more about this and other strategies used over the last month to help keep the team healthy and engaged in the SIRC blog.

Avoiding a challenging conversation with a co-worker may only make the situation worse. From the Sport Law & Strategy Group blog, Dina Bell-Laroche offers tips to minimize interpersonal tension, including “be intentional,” “do the hard work first” and “be courageous.”

Across Canada, the spread of COVID-19 is forcing us to navigate new ways of working, relaxing, and spending time with family and friends.

SIRC had been closely monitoring the COVID-19 situation. On March 13, 2020, CEO Debra Gassewitz implemented SIRC’s Pandemic Response Plan, developed to support risk management and SIRC’s obligation as an employer to provide a healthy and safe workplace. The Response Plan shifted all employees to remote working and cancelled all non-essential travel. This blog takes an inside look at some of the strategies the SIRC team has used to overcome the challenges of isolation and physical distancing over the last month.

Keeping connected

For a highly integrated and collaborative team, not being able to walk over to someone’s desk (or shout across the office!) was a significant change. We immediately turned to video conferencing platforms to support communication and engagement. We’ve been experimenting with Zoom, Skype and Adobe Connect – all have their pros and cons. Strong social connections at work can make people happier, reduce stress, and improve work performance. Promising practices that have emerged include:

Maintaining Our Physical and Mental Health

The SIRC team is a relatively active bunch, so maintaining our physical activity routines has been important to the team’s morale. Two strategies have supported the team’s active living:

Unplugging and Unwinding

These are challenging times, and many in our community are experiencing high levels of stress, anxiety and grief. Whether it’s sitting down for a meal or a boardgame with family or housemates (with whom you’re socially isolating), connecting virtually to catch up with a friend, or taking a solo walk in the woods, the SIRC team has taken an intentional approach to finding ways to nurture our mental health and have some fun.

At these times people are often looking for comfort – and what better way than with your favourite sport-related films! The SIRC team recently shared their favourite picks – offering a range of stories about teamwork, leadership, resilience and hope.

Cuddle up with some popcorn, or join some friends via Netflix Party, and indulge in a little escape! What are your go-to sport-related movies? Let us know on Twitter.

We’re Here to Help

In addition to sharing our approach to managing remote working and healthy living during physical distancing, SIRC is also working on a variety of new content to ensure the sport community has access to credible information to stay healthy and continue to advance the sport system. Looking for evidence-informed insight on something specific? Let us know! SIRC will also be showcasing the leadership and inspiring actions of other organizations and athletes to support our community. Stay in the loop by signing up for the Canadian Sport Daily, our daily newsletter delivering sport and physical activity-related knowledge, news and resources.

We are stronger together.

If there is any support the SIRC team can provide for your organization during this time, please contact us.

Still mastering the art of working from home? You’re not alone!  Discover how SIRC is embracing physical distancing: visit SIRC’s YouTube page for more.