For this episode we used a different format. Pilar and Tim spotted a question in a community they’re members of, and with the permission of the poster, we’ve chosen to discuss it over coffee. This was the question:

“Remote workers are faking enthusiasm.
As a manager, I struggle to assess the motivation and engagement of my remote workers.

Employees are very good are presenting a positive image during check-ins.This makes it very hard to identify issues and provide targeted interventions to improve productivity and job satisfaction. This makes me hesitant to allow working from home.
I know that enthusiasm does not equal productivity. But I see lack of enthusiasm or faking enthusiasm as an early warning sign of quiet quitting. Do you have any advice?“

Here’s a rundown of the enlightening insights shared during the discussion.

Firstly, it’s important to acknowledge that faking enthusiasm is not exclusive to a remote work environment; it can transpire in any setting. The distinction lies in how much easier it is to manage personal presentation in predominantly online interactions. As such, this introduces a new layer of complexity for managers navigating a remote team setting.

Secondly, it’s crucial to recognize that if a manager suspects their team’s enthusiasm may be disingenuous, it could be indicative of deeper concerns. Are they subconsciously linking the team’s engagement level with their own performance as a manager? Or is it purely about the team’s attitude and productivity? Here, self-reflection becomes a powerful tool for understanding underlying concerns.

Tim stressed the potential pitfalls of overactive imagination. When there’s ambiguity, our brains naturally attempt to fill in the gaps. However, the narrative concocted is often far worse than reality. It’s hence vital for managers not to jump to conclusions without substantiated evidence.

One of the solutions proposed involves having extended one-on-ones. Lengthier interactions make it challenging for employees to maintain a facade of false enthusiasm. Furthermore, spending more time together can help to cultivate deeper relationships, which in turn allows for better understanding and engagement.

Expanding the scope of communication beyond one-on-ones might be another practical approach. It’s essential to establish channels where employees feel comfortable expressing their sentiments and concerns. A healthy culture of open communication and empathy is key to fostering authenticity.

Author Lara Hogan, during her initial one-on-one meeting with a new team member, asks: “How will I know when you’re grumpy?” This question can open avenues to understanding unique personal cues, facilitating better team dynamics.

Lastly, they pointed out the need to reframe your mindset when the team’s context changes, such as switching from office-based to remote work or vice versa. These changes can be as drastic as dealing with a new team altogether, requiring adjusted management strategies.

Finally, one of the underlying questions that arose from the discussion was about the work culture. If employees are suspected of faking enthusiasm, what’s stopping them from behaving authentically? This question hints at a potentially deeper issue within the workplace culture that may need addressing.

Tim and Pilar invite you, dear readers, to reflect on your experiences. Have you dealt with suspected ‘enthusiasm faking’? What strategies did you employ? Share your insights and pose questions to further enrich our collective understanding of effective remote team management.

Get in touch through our Contact Form https://managementcafepodcast.com/contact/  or tell us on Twitter – we are @managementcaf 

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TIME CODED SHOW NOTES

2:45 min Workers can fake enthusiasm in any environment, but it is easier to manage how you present yourself when your interaction is mostly online.

7:15 It sounds like this manager feels something might be going off track and that the disengagement is an early sign of it.

8:00 Does the manager need their team to feel engaged because it helps the manager feel good about their own performance? Or is it just about the team member’s attitude and performance?

9:00 When we don’t know what is happening our imagination fills in the gaps. Tim finds the reasons his brain makes up are much worse than the actual explanation. So he has to be careful about jumping to conclusions.

11:30 Having longer one-on-ones might make it harder for the person to fake their enthusiasm. And spending more time together can deepen the relationship.

14:20 Is there another space besides a one-on-one where the person can explain how they are feeling?

16:00 Lara Hogan has an excellent question for her first one-on-one meeting with someone: “How will I know when you’re grumpy?”.

17:45 When team context changes, like going remote or returning to working from an office, you almost have to treat it like a new team.

19:30 There is an underlying question about the workplace and culture where people are faking or suspected of faking: what is stopping people from behaving authentically?

What about you, dear listener? Have you managed people who were faking it? What did you do? We’d love to hear about your experiences or if you have a question you’d like us to chat about!

Get in touch through our Contact Form https://managementcafepodcast.com/contact/  or tell us on Twitter – we are @managementcaf