Clear expectations can build trust for a remote team

Clear expectations can build trust for a remote team | The advantages of going back to the office | Instead of humble-bragging, try humility to get ahead Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( January 18, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE]( ADVERTISEMENT Leading the Way [] [Clear expectations can build trust for a remote team]( [Clear expectations can build trust for a remote team]( (Pixabay) Remote managers can build trust with their team by clearly outlining each member's goals and what metrics they'll be measured by, checking in with them regularly and ensuring they have the resources they need, writes Job van der Voort, co-founder and CEO of Remote. "If you don't have your employees' trust now, build it through regular one-on-one meetings that can help you bond personally and talk about the specifics of day-to-day work," van der Voort writes. Put it into practice: If employees are putting in too many hours, that may be a sign they're plate is too full or they don't have enough support. "Those are leadership's problems to fix, not the employees," van der Voort notes. Full Story: [Quartz]( (1/13) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [The advantages of going back to the office]( For those seeking to advance in their company, "there is no substitute for being in the room," writes Ken Goldstein, who recommends that if your company offers a chance to return to the office, take it, and seek ways to build relationships with peers and managers. "To be in the room is a gift, perhaps not every day, but on the days that matter and will stay with you for a lifetime," Goldstein writes. Put it into practice: This is more than just about office politics, Goldstein writes. Instead, it's about building trust, learning to collaborate with co-workers, availing yourself to mentoring from superiors and creating company culture. Full Story: [CorporateIntel]( (1/17) [LinkedIn]( [Twitter]( [Facebook]( [Email]( New survey: What employees want in 2023 We talked to 1,000 full-time employees to examine the state of their financial wellness--and how their employers can offer help. Join us for this webinar on[January 19 at 1pm ET]( when our experts will walk you through our key findings. ADVERTISEMENT: [] SmartBrief on Leadership [] [Instead of humble-bragging, try humility to get ahead]( It may be easier to use fear, demands or self-promotion to get ahead, but Steve McKee, co-founder of McKee Wallwork + Co., writes that such self-serving means often undermine your goal to win respect and trust or be seen as having integrity or influence. "In a world of self-seeking, nothing impresses more than humility," McKee writes. Put it into practice: Take an inventory of the means you're using to achieve your goals. Are they honorable and full of integrity, or are you using sensational tactics to self-promote? Adjust accordingly. Full Story: [SmartBrief/Leadership]( (1/17) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Read more]( from Steve McKee on SmartBrief on Leadership [] Smarter Communication [] [Cover all these bases when offering an apology]( [Cover all these bases when offering an apology]( (Pixabay) A clear, careful apology, delivered in a private, comfortable setting for all involved, can go a long way to repairing relationships and rebuilding trust, writes Niki Jorgensen, a director of service operations with Insperity. "Especially for big mistakes, an apology may take a couple of minutes to cover all of the bases: acknowledgement of the problem, proactive suggestions of solutions and a chance for the wronged individual to accept the apology and offer forgiveness," Jorgensen writes. Put it into practice: Don't be too hasty when offering an apology or make it seem like you're trying to "get it over with." Sincere apologies carry more weight and are more likely to be accepted so everyone can move forward. 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"They're the only people in a position to change things, and the best to way engage them is to talk about what we're doing to make the business better," Nichols says. Full Story: [LinkedIn]( (1/11) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Want a hit of serotonin? These cat photos should do it]( From looks of shock, to disdain, to judgment and delight, the cats photographed by self-proclaimed "catographer" Nils Jacobi are sure to distract you for quite some time as you scroll through his collection. Jacobi says he prefers his feline models to humans and his goal is for "viewers to take away some serotonin and see the cats from my point of view." Full Story: [Bored Panda]( (1/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Pets of SmartBrief Leaders [] Gypsy, the office courier Gypsy, the office courier Gypsy, the home office courier (Herb M., in NC) Herb M. in N.C., says his daughter's Goldendoodle, Gypsy, helps out by fetching the packages. Who's your furry, feathered, four-legged or less, office helper? [Send me your photos](mailto:candace.chellew@futurenet.com). [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew My job at SmartBrief has always been remote. I was hired in 2011 as a freelance writer, and I was delighted that I could do the job in my pajamas, if I chose to. Perhaps, in an office atmosphere, I would have advanced quicker in the company, [as Ken Goldstein notes](. There really is nothing like face-to-face interaction to show your skill to superiors. However, SmartBrief managers seem to fit the model [Job van der Voort writes about](. I've never had to guess about what my tasks were and what kind of metrics would be used to gauge my performance. There are certainly pros and cons for both remote and in-person work. Your preference turns on your own goals and values. Which do you prefer, and why? [Let me know](mailto:candace.chellew@futurenet.com)! If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? Criticism? [Drop me a note](mailto:candace.chellew@futurenet.com). And don't forget to send me photos of your pets, your office and where you spend your time off. [LinkedIn]( [Twitter]( [Facebook]( [Email]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. Help Spread the Word [SHARE]( Or copy and share your personalized link: smartbrief.com/leadership/?referrerId=japnABMSAp [] [] I was always positive. I can't be negative. If you are positive in life you will do good things. [Luigia "Gina" Lollobrigida](, actor, photographer, artist 1927-2023 [LinkedIn]( [Twitter]( [Facebook]( [Email](   SmartBrief publishes more than 200 free industry newsletters - [Browse our portfolio]( [Sign Up]( | [Update Profile]( | [Advertise with SmartBrief]( [Unsubscribe]( | [Privacy policy]( CONTACT US: [FEEDBACK](mailto:leadership@smartbrief.com) | [ADVERTISE](mailto:lengel@smartbrief.com) SmartBrief, a division of Future US LLC © Full 7th Floor, 130 West 42nd Street, New York, NY, 10036