Managing an international remote workforce comes with a specific set of challenges. The constant juggle of time zones, balancing introverts and extroverts who are all deeply creative yet express themselves differently when in a group setting, and scheduling meetings strategically so all of the right people can attend relative to their work hours. Thankfully, one of my challenges isn’t tackling questions like “Is joining my team for Happy Hour after work crossing a line?” or “Should I or should I not RSVP to this staff member’s birthday party?”
In my specific case, geography saves me from most of these tricky boundary-related propositions. But inevitably, other occasions arise when leaders, even remote leaders, are challenged to find creative ways to straddle the line between personal and professional.
The workplace formalities of past decades have relaxed, and for the most part, today’s leaders do care how our teams feel about their workplace culture. But this desire to be a good boss and ensure that productivity remains steady can sometimes put us in a professional pickle.
Being personable versus being too personal
Many managers, especially green managers who want to be liked by their team, struggle with these boundaries. We all want to be friendly with our employees without losing their respect, but a line has to be drawn somewhere, lest we face consequences that we didn’t realize we were signing up for.
While you want your company culture to be fun and team-oriented, things still need to get done and management needs to retain legitimacy. The consequences of crossing these lines often result in the breakdown of trust, the proliferation of workplace gossip, and favoritism, whether actual or perceived. This is why it’s important for managers to learn the difference between being personable and getting too personal.
Setting proper boundaries
Putting your boundaries out there front and center, from day one, sets the tone for the work relationships you’ll establish with your team. My advice is to structure your meetings firmly and give specific time limits for catch-ups and polite small talk. I like to start meetings with icebreakers like going around the room (or around the Zoom) and having everyone share a high and a low of the past week. This way, the team knows we care about each other and often share similar struggles. They also know to keep it succinct since we’ve got business to discuss and we want to respect everyone’s time. Know how to politely steer the conversation in the right direction when necessary.
Acknowledging the management mindset
Knowing a bit more about your employees other than their job titles is great. It makes them feel seen. Acknowledging the birth of a child, the adoption of a new pet, or the purchase of a new house are all great ways to connect on a personable level. But tread with caution if things appear to be diving deeper.
If an employee gets into the territory of relationship issues or things that feel a little too personal, it’s your responsibility to pump the brakes. Find the right moment in the conversation to ask, “How can I support you as your manager? Do you need a mental health day or some additional flexibility?” Drive the conversation back to the professional space. They’ll get the hint, and you’ll have successfully created an important boundary and also acknowledge the difficult time they may be facing.
Understanding the line between private life vs public life
As the leader of an organization, all eyes are on you. Particularly if your company bears your name (yep, that’s my name on the logo!). That means you have to use a little more discretion in what you choose to share, both with your team and on social media platforms. Just remember that whatever you choose to share, you’re setting the tone for what’s acceptable among your team.
When it comes to the workplace, whether it’s set in a physical or a digital space, every entrepreneur gets to decide what kind of environment they want to create. Keep in mind that we’re not robots, and it’s 2023. These days, people want to feel comfortable being themselves at work. Your role is to ensure they’re being their professional selves and to set the right example.
