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Delegation
It is important that your telecommuters have a clear
understanding of the work objectives and standards that are
expected of them. How closely you supervise your telecommuters
depends on their expertise, their job within the organization,
and their level of independence. As a telemanager, identify
which of the basic four styles of management you assume in
guiding your employees. Your approach will vary based on the
employee and the situation. The four styles of management
are:
- Level I: Directing
For employees that require complete supervision, you may want to
adopt a "directing" style. This means that you may need to tell
the employee the "what, when, where, and how" of what is
expected of them. Employees in this category can telecommute but
require very clear instructions on what is expected of them.
- Level II: Coaching
To help employees that require some supervision, you should
provide most of the direction, yet start a two-way communication
with the employee to buy into your direction and decisions. This
style may be appropriate for employees who have some job
expertise, yet are still new to the organization or corporate
culture.
- Level III: Advising
The employee that requires an "advising/supporting" style of
management is one who has the job knowledge and ability, yet uses
the manager in a support capacity. An employee at this level can
identify the manager's expectations and requirements and may need
some support from time to time.
- Level IV: Delegating
The employee at this level has the job expertise and
problem-solving abilities and is able to work independently most
of the time. The manager can easily delegate job
responsibilities to such an employee.
The key to telemanaging is identifying which level or style of
management best suits your employee. You will probably use a
"mix" of these styles with each employee depending upon the
assignment. This is referred to as "Situational Leadership."
The style of leadership needs to accommodate the "situation" or
the type of employee/job. Refer to Exercise # 4 "Delegation."
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