Category Archives: Remote Working

In this Remote Working Category, you can firstly find all of our most useful and up-to-date information and tips on remote working.

Secondly, you can find all of the job searches and opportunities throughout the site.

We hope you find both our feature on working from home (wfh) in our new virtual world useful. As well as our associated virtual job searches to be of great use to you.

Follow this category to make sure you keep up to date with our posts regarding this. There are also related categories for remote leadership and for virtual teams on this site.

Rob Williams Assessment Ltd specialise in designing highly predictive psychometric solutions. In particular, situational judgement test design, realistic job preview design, aptitude test design and personality questionnaire design.

We work across a wide range of sectors and job roles. Our tailor-made psychometric offerings are as unique as our clients’ organisations.

Our organisation prides itself on client satisfaction. We have many positive LinkedIn reviews from our big client projects.

Your Work Productivity Nudges RWA


Welcome to our WFH Productivity Surveys.

WFH Productivity

Have your lines between home and work become blurred?

Your FREE development report will focus on the most relevant three dimensions we’ve identified which can easily improve your productivity. We’ve worked with several clients on individualised nudges that improve other aspects of working from home: team fit; leadership and agile working.

Try our Productivity Scorecard today and see how you score. Your productivity and associated wellbeing has never been more important.

In this Scorecard and subsequent pdf report, we specifically look at the following three categories. We have also calculated a score for each one and provided you with actionable steps to improve your score and ultimately your productivity.

Change Readiness

Our aim in this section is to develop your mindset around changing work environments and the VUCA world we all now inhabit.

Learning Agility

Our aim here is to develop your learning agility within your own post-pandemic work environment.

Self Motivation

Our aim here is to advance your self-direction, drive and independent decision-making skills.

work tips for life

Productivity has become another buzzword of our time.

  • Takes 4-5 minutes of your time
  • Secondly, our productivity nudges are specifically aimed at actionable steps
  • A detailed pdf report will be sent direcly to your inbox for easy reference

Therefore, make sure to give our Productivity Scoreapp a try. You will receive your work productivity nudges in a pdf report.

We would also love to support you and/or your organisation in improving your productivity without putting more pressure on the individual.

We also have a few other Scoreapps available to help you with this. Be sure to get in touch if we can help any further.

Some of our other ScoreApps could help you and/or your team. Why not try our Change Readiness Scoreapp to see how you manage change.

WFH Productivity Surveys


As the adoption of workplace technology accelerates, the need for employers to assess skills and identify training needs has grown. Indeed, as the war for talent rages, investing in modern skills has become a competitive necessity for employers.

Referring to a shared virtual world in which people interact using augmented and virtual reality equipment, the term “metaverse” was coined in the late 20th century but has recently gained prominence.

For employees, the sudden credibility of the “metaverse” is a reminder that they must remain open to new ideas and take command of their own digital skills development. According to one study, 67% of businesses are already unable to keep pace with the pace of digital change due to a lack of appropriate skills2, a situation likely to be exacerbated as the likes of the “metaverse” increase the complexity of technology needed.

Remote Working

Fully remote working is a strategic initiative that requires changes throughout organisations, chiefly in their mindset and culture. Not having addressed or considered these factors, many are simply adopting hybrid working practices (several days in the office and several days working remotely) as a compromise and tolerating remote employees but focussing on a central corporate hub.

Isn’t hybrid the same as remote?

Remote is a strategic, cultural, and operational mindset – not a temporary solution – it is a permanent way of doing things, the default setting; a strategic imperative to thrive and not just survive a temporary situation. 

Companies with a strong office culture will have a difficult time translating it into a hybrid model: quick meetings after the meetings where information is disseminated but not documented, social gatherings, employees forced to champion remote working as it is seen as a perk of their role, roles not advertised as remote but rather remote being negotiated into the working arrangements, out of sight is out of mind when it comes to promotions – all present major issues for the long-term success of a hybrid model. And this is just the tip of the iceberg.

Remote working requires companies to change their operational practices not just their culture. For example, full documentation of all processes is a foundation stone of remote working. Expecting remote hybrid employees to handle day-to-day duties with less information compared to in-person colleagues will, over time, lead to more mistakes, confusion, frustration, and even underperformance. 

The subsequent impact on employee promotion may be unintended but it is real. In 2020 remote workers had an absence rate of 0.9% compared to 2.2% for in-office workers, however, between 2013 and 2020 hybrid workers were 38% less likely to get financial bonuses than in-office employees according to The Office for National Statistics 1.

Why choose remote as your destination?

68% of employees would choose remote working options over in-office work, a huge majority, 85% believe that their colleagues and other employees prefer working remotely rather than working from the company office, and 61% would be willing to take a pay cut to maintain remote working status. Some workers even suggested they would take a 50% pay cut to avoid returning to the office. 

What, for many, started as a temporary state of affairs has now shifted the balance of power from employers to employees, 85% of workers would prefer to apply for jobs that offer remote flexibility, while just 15% would apply for a position that requires total full-time office work.

Remote first working is a huge weapon in the armoury of organisations when recruiting and holding on to talent – hybrid isn’t even on the battlefield. Hybrid models continue to restrict your talent acquisition to the same fixed geographical limits as office-based models. Do you want to recruit the best people within 20 miles of your office or within the entire country, or continent, or the world?

PwC recently announced that it will allow approximately 40,000 U.S. employees the ability to work remotely from anywhere in the continental U.S. and Deloitte will allow its 20,000 UK employees to choose how often they come into the office, if at all. In the battle for accountancy talent, what will that mean for KPMG & EY, move to remote-first or lose all their best people to their competitors?

The future is already here

The problem with hybrid working is that it always puts the office before the people, it shouldn’t be an endpoint in your journey. If you need an office-based culture then embrace it, if you need a remote culture then embrace it: just don’t adopt hybrid working and think you have arrived at an endpoint.

Psychological safety

This isn’t a new term—it’s been around since the 1960s. In the context of work environments, it is the idea that everyone feels free to express opinions, ideas or thoughts without fear of being rejected, mocked, embarrassed or otherwise put down. Think of it as a safe environment for everyone to be free and open in their engagements.

It doesn’t mean that everyone agrees with every idea or suggestion that is made; it means that when there are disagreements, they are handled in an open and non-threatening way that always focuses on the work, not the people.

The cynic in me thinks that in many ways, this is just a new label for something that project managers have always tried to create—a safe environment where people can give of their best without fear of judgement. In truth, there’s a bit more to it than that. The Wikipedia article on the topic (here) gets into a lot of theory, but one thing …

How to run a hybrid team meeting

  • Instal monitors into your conference room can be helpful in displaying those who are remote so it feels like they are in the room with you.
  • Always keep someone on standby who is tech savvy. Then that individual can step in and solve any tech-related issues without jeopardising the call itself. Ideally, there would be someone on both ends of the hybrid team meeting….
  • The alternative to this being having each of your tream trained on how to troubleshoot the most likely tech issues to arise.
  • Don’t forget that any hybrid team meeting is also the ideal opportunity to share info across the team. We advise aiming to share as much as possible. Even if this is just to promote inclusion, and that no member of the hybrid team is being forgotten.

digital leadership skills

Our digital leader 2021 tips

  1. Apply the four types of Empathy
  2. Be an advocate for work-life balance
  3. Create time for social / non-work activities
  4. Ask for and share feedback regularly
  5. Offer individual support directly…
  6. … as part of your regular 1-to-1’s
  7. Use empowerment built upon trusting worker-manager relationships
  8. Instill work meaning
  9. Always be transparent
  10. Prioritise ‘connectedness’ over constant messaging
  11. Use any tech that facilitates ‘remote working‘
  12. Establish communication norms and expectations

digital leadership skills

How to help remote leaders adapt to hybrid working

Many companies have committed to continuing some form of remote working post-pandemic. Probably, hybrid working.

Remote Worker Wellness, lady's hands at laptop
Digital Transformational Leadership

Digital Transformational Leadership

that said, for graduates and other newly onboarded new employees, 2020 and 2021 have their own challenges. Not just poor broadband, working from your bedroom or other home working distractions.

The major difficulties have firstly been integrating new staff into team and company cultures. Secondly, and aligend with the first is how best to train and transfer knowedge – especially for knowledge workers when there is no one-on-one interaction.

Hiring managers are particualrly eager to learn how best to integrate new graduates within remote working set-ups.

Well-being is another priority for HR managers. The need now to facilitate healthy staff relationships among employees. As well as providing all the communicatation and digital collaboration resources needed to support remote working teams.

Digital leadership

Remote Leadership skills

  • Many employees report they’ve been as productive or more productive while working remotely. 45% of newly remote workers said their sense of belonging suffered after they started working from home.
  • This is why companies need to make a concerted effort to address new employees’ social and emotional needs by introducing them to people across departments. Also, by setting up unstructured time that provides a chance to build relationships without the pressure of deadlines or other stresses.
  • Managers who have demonstrated emotional intelligence and a firm understanding of the company’s mission and values should be mentors to new employees.
  • Ongoing training and professional development opportunities should be available, particularly to recent graduates and other young employees, who place a premium on education in the workplace.
  • There are many strategies for bringing young remote workers on board and helping them feel comfortable in their new roles.
  • Hiring managers and HR professionals should remember that the era of remote work doesn’t mean the importance of human connection has diminished.

Remote leader

Establish team roles and team responsibilities

Some of your team will thrive working remotely, whilst other reports will feel less motivated.

It’s important that you check-in with each of your team as part of your regular 1-to-1’s. This can be simple as asking, How are you doing? to test the water for how well they are currently coping.

Your team will outline their current challenges to you. Then, as the transformational skills leader you need to constantly reassess their relative strengths and weaknesses.

Our other remote leader skills content

Leader Psychometric Tests to purchase

Hogrefe’s and Hogan’s Leadership Assessments available

BOMAT (Form D)
Leadership Judgment Indicator LJI-2 (Global)
Hogrefe (Sales) LJI-2
Leadership Judgement Indicator LJI-2 (Standard)
NEO-PI-3 (Self-report)
Hogan Personality Inventory
Hogan Development Survey for motivation
Motives, Values, Preferences Inventory

Other Popular Senior Assessment Tests available

  • MBTI for personality type
  • California Personality Inventory for personality traits
  • Transformational leadership
  • Emotional Intelligence measures: the Emotional Judgement Inventory
  • Resilience measures
  • Leadership derailers such as Hogan’s Dark Side
  • FIRO B for interpersonal relations

– – –  Remote leader  – – –

Senior Executive Assessments Projects

  • BBC Worldwide development centres and feedback report writing for the leadership group
  • BAe Systems development centres and feedback delivery for senior managers
  • British American Tobacco development centres (in the UK and Ukraine) and report writing
  • BNP  Paribas development centres, report writing, feedback, development plan coaching
  • King’s College London – development events as part of the change programme
  • Director-level assessments and report-writing for Hilton and Radisson hotels
  • Executive assessments for various NHS Primary Care Trusts (Chairman level)
  • Financial Services Authority – assessing and report writing
  • Assessing/report writing for the Department for International Development (Senior Directors), the Ministry of Justice and Dept. of Health
  • 2-year recruitment project for all levels of a shared service centre (the DVLA)

Executive Assessments

In-depth individual executive assessments are for senior-level appointments. It’s always important to find the right person for a job and to sift out unsuitable applicants. For high-level recruitment, it’s particularly important, since a poor selection can prove to be an extremely expensive mistake.

Executive Profile Fit

The candidate goes through a series of tests and exercises, including an extensive interview. The executive assessment uses high-level aptitude tests and a general personality questionnaire. Plus other more specific personality questionnaires, such as those that measure relationship building or conflict management.

Bespoke role plays also feature in executive assessments depending upon the nature of the role, for example, a media-handling role-play exercise if that is pertinent to the job.

Remote leader

General Personality Tests available for Executive Assessments

  • SHL’s Occupational Personality Questionnaire (the 32-scale OPQ).
  • Kenexa’s OPI.
  • OPP’s 16PF5 Personality Questionnaire, MBTI Step I, MBTI Step II and the California Personality Inventory.
  • Saville Consulting’s Wave Styles.
  • Talent Q’s Dimensions.

Specific Personality Tests available for Senior Executive Jobs

  • Hogan Development Survey (de-railers)
  • Kenexa and SHL’s Motivation Questionnaires
  • FIRO-B (relationship building)
  • MBTI for Teams (team relationships) and MBTI for Coaching
  • EJI and EIQ (emotional intelligence measures)
  • Thomas-Kilmann Conflict Mode (conflict management)
  • SHL’s Corporate Culture Questionnaire and Customer Contact Styles Questionnaire

Remote leader

Korn Ferry Executive Assessments available

Logical test
Numerical test

– – – Senior Executive Jobs  – – –

Pearson Executive Assessments Available

Raven’s Standard Progressive Matrices (v2.0)
Watson-Glaser II (Form D)

Aon Hewitt Executive Assessments Available

Focus Styles
Swift Analysis Aptitude
Comprehension Aptitude
Swift Executive Aptitude
Wave Professional Styles
Workplace English

– – –  Remote leader  – – –

Psytech Executive Assessments Available

15 FQ+

Hogrefe Executive Assessments Available

BOMAT (Form D)
LJI-2 (Global)
(Sales) LJI-2
LJI-2 (Standard)
NEO-PI-3 (Self-report)

Hogan Executive Assessments Available

Business Reasoning Inventory
Development Survey
Motives, Values, Preferences Inventory
Personality Inventory

Cut-e Executive Assessments Available

Scales numerical
sx Scales
Scales verbal
Typing exercise

Remote leader

Leader Assessment – Leadership Climate Indicator

PSI’s Leadership Climate Indicator LCI measures leadership climate set by individual leaders, groups of leaders, or both. It provides powerful diagnostic information to inform strategic initiatives such as culture change or other organisational development programmes.

Insights generated through the LCI:

Provides leaders with feedback about the climate they create.
Enable senior leadership teams to understand how employees feel being led by them.
Builds openness and trust.
Cultivates a leadership climate that will create a culture of sustainable high performance.
Helps organisations increase employee engagement, well-being and productivity.
Enables targeted L&D and leadership development strategies.

Contact Us Today

Work-life Balance and self-determination theory

What is work life balance?

Work life balance is all about:

  • Attaining mental peace in today’s modern times.
  • Reaching an eEquilibrium between one’s professional and personal lives.
  • Choosing not to mix up their personal and professional life. This is good well-being advice for parents. Similarly, having a consistent focus on spending more time with their children.

In fact, manitaining an unhealthy work life balance can be very disruptive for some families. It does not just affect the mental state of the one/two parent(s). In oterh words, proper implementation of a focused working style at work and consistent involvement in family life is important.

What is self-determination theory?

This theory suggests that people will grow based on some variable components.

Learning new things and performing new tasks is one of the most important elements of self-determination theory.

Key assumptions of self-motivation theory

The need for growth will determine a person’s behavior. The first assumption is that humans actively reciprocate towards growth. The development of a cohesive self is the key determinant here.

The second assumption is that autonomous motivation should exist. There may be many external motivational factors with significant tangible value, such as money, power, fame, etc. However, for this theory to be successful, the individual should have internal motivation as the key element driving them, factors such as the idea of gaining knowledge, improving skills, etc.

How will individuals attain psychological growth?

According to self-determination theory, individuals can attain psychological growth when certain factors are fulfilled. 

Autonomy – people determined to achieve growth will have to attain an autonomous vision. People should have the feeling that they are in control of their behavior. The idea of taking direct action will ultimately result in real changes that assist people in feeling self-determined. Once people know what is in their control and what is not, their actions and goals become clearer and they can make better decisions moving forward.

Sense of belonging – there should be a connection factor involved when someone is anticipating psychological growth. People should have a feeling of belonging somewhere or to some community, which will add more value to their life. 

Attaining self-determination can have many other underlying benefits as well. People become more open to admitting their mistakes and learning from them. If someone has made a mistake in the workplace and if that person is acting with self-determination, then he or she is more likely to admit their fault. Admitting the mistake will provide them with an opportunity to fix it and take corrective steps.

On the other hand, if the person has low self-determination, then he/she will not take the blame and will look for other things to blame. By doing this, first, they diminish their personal character and, second, they do not learn anything from their mistake. The person will also never feel motivated to fix the mistake.

How does self-determination theory work?

The idea of self-determination does not emerge in a person overnight. Rather, it takes continuous effort to build it and people need to work towards it. People should be proactive and not passive. People can either grow from conversations or be ignorant of other peoples’ opinions. 

Inspirational tips for life


Welcome to our free self-assessments, starting with our virtual burnout self-assessment and finishing with our explanation of the different type sof digital intelligence (DI).

Parents’ Work-life Balance

Parents can choose not to mix up their personal and professional life. There should a consistent focus on spending more time with their children.

An unhealthy work life balance can make it even more evident in families. It will not just affect the mental state of the individual. For parents it can easily also affect their children. Proper implementation of a focused working style at work and consistent involvement in family life is important.

Online responsiveness

Maintaining work-life balance

Enforcing a strict 9-to-5 culture seems unnecessary and lacking in empathy.

Many workers now also find themselves caring for children or relatives, not to mention dealing with the general stress of a deadly pandemic and the psychological impact of lockdown.

  • This has been difficult for many workers, especially as lockdown drags on, but in some respects it may be good to let the lines between our work and personal lives blur.
  • You may not have realized how many of your social interactions previously happened in the office; take the time to check in on your colleagues, rather than just checking up on them.
  • Stay close (from a distance) – Just because you can’t visit people in person doesn’t mean you can’t stay in touch. In fact, you should make more of an effort to do so.
  • Arranging digital meet-ups requires more planning, which can be tiring. If you’re frequently making video calls and using instant messaging for work and with friends, it’s a good idea to put short breaks between the two. “If you don’t give yourself that signal, it’s possible that those social interactions will feel like work,” Dr. Balick said.

Burnout Self-Assessment

How is virtual burnout measured?

Virtual burnout is a global problem. This is mainly due to the prevalence of remote working. In particular:

  • Increased feelings of isolation during the pandemic years of 2020 and 2021.
  • Overwork and extended periods of uncertainty and change.
  • Some researchers have refered to the VUCA world phenomenon.

Still, virtual burnout is a spectrum. Whilst most of us are somewhere on the virtual burnout spectrum, we explore how easy it is to misdiagnose virtual burnout.

So, what’s virtual burnout?

People use Virtual Burnout loosely as a synonym for tired. However, there’s a world of difference between those two states. Hence the need to have a scientific definition of burnout.

What’s a virtual burnout self-assessment?

The most popular assessment of burnout is the Maslach Burnout Inventory:

  • Has three separate measures which define burnout. Respondents get scores in all three areas along a continuum, from more positive to more negative. A burnout profile requires a negative score in all three.
  • Is not a measure of exhaustion.
  • There’s a tendency to think if you score negatively on one measure, you’re burnt out. However, that’s an incorrect interpretation of your Maslach Burnout Inventory results.
  • The Maslach Burnout Inventory’s three criteria are:
  • Exhaustion or total lack of energy;
  • Feelings of cynicism or negativity toward a job.
  • Reduced work efficacy. In other words how effective one feels in their work. Or ‘at work’.

Virtual burnout misdiagnoses

  • A number of Maslach Burnout Inventory respondents will meet the single criteria of the MBI’s Exhaustion.
  • The next largest respondent group is those Maslach Burnout Inventory respondents who aren’t fully engaged.
  • Then there is the MBI respondent group who have become cynical (about their working environment). These individuals may no longer care about their customers. Equally, in our opinion, whether their current projects are successful, or not.
  • Still, another respondent group can develop low MBI work efficacy.

virtual burnout self-assessment

The key point, when using the MBI, is that few MBI repsondents will have low scores in Exhaustion, Cynicism and Work Efficacy. An exhausted worker can enjoy their work still (hence score low Cynicism). Or feel that you still make a difference at work (Work Efficacy).

According to Maslach herself, there are three MBI profiles in between: overextended, ineffective and disengaged. Evidence suggests more than half of employees fall into one of these profiles, with a strong negative score in exhaustion, efficacy or cynicism.

In other words, whilst remote workers may not yet by virtually burnt out, they’re on their way.

Measuring virtual burnout

The World Health Oganization recently updated its burnout definition specifically because of the burnout impact of the modern workplace. Their more elaborate burnout definition is that virtual burnout is due to poorly managed workplace stress which then becomes a chronic condition.

virtual burnout self-assessment

First burnout symptom – Struggling with workplace stress.

While the World Health Organization highlights that burnout syndrome is more than stress, stress is the core of the concern. Coping encompasses the methods utilized to moderate stressors. A key difference between stress and burnout is that stress may be moderated by coping, whereas burnout develops out of unsuccessful attempts to cope with workplace stress over time.

virtual burnout free self-assessment

Second burnout symptom – Finding work draining.

  • When you are experiencing burnout, you may find yourself to be exhausted or depleted from work.
  • In a severe situation, this level of energy is disproportionate to what you have experienced typically.
  • For example, you might recall a time in which you invested the same amount of hours…
  • Yet left feeling invigorated from your efforts.
  • however, if you are experiencing burnout, a typical shift may be more mentally, emotionally, and physically exhausting than in the past.

Third burnout symptom – No longer enjoying your work.

  • Workplace stress is minimized if you still find your work fulfilling.

Fourth burnout symptom – Negative work feelings.

  • When you think about work, notice the emotions that arise.
  • Do you find that you are inundated with negative sentiments and cynicism? Burnout causes
  • Difficulty in recognizing and connect to positive sentiments pertaining to the workplace.
  • Being flooded with intense, negative emotions.

Free Well-Being Resources

Fifth burnout symptom – Lack of self-belief in doing your job effectively.

  • When your workplace stress becomes chronic, you experienced a decrease in your self-efficacy.
  • You may find yourself beginning to doubt your abilities, even for tasks in which you have previously demonstrated competence.
  • Further, this reduction in your assessment of your own abilities may impede in your motivation, functionality, and productivity.

Is burnout a global phenomenon?

This is a global phenomenon. Hence, why we are developing a new assessment survey for measuring career specific virtual burnout.

virtual burnout free self-assessment

Maslach and Jackson (1981) define burnout in terms of 3 dimensions. These are emotional physical exhaustion (EE), depersonalization (DP) and loss of purpose in job or life resulting in reduced desire for personal accomplishment (PA). Often executives have all these symptoms but feeling so bad becomes just a way of life which means those people also don’t realise how ill they are before it is too late.

More recently, Gardener (2021) has modernised the energy concept. Professor Gardener claims that focussing on being aware and reporting on mental, emotional, and physical states builds quotients in these areas that lead to better recognition of imbalance and improved usage of these areas (Marenus 2020). Gardener (2021) refers to three energy zones being relevant when working on burnout – mental (IQ), emotional (EQ), and physical (PQ). Here, IQ relates to intellect quotient, EQ refers to emotional quotient and PQ is the Physical Quotient.

What is Digital Intelligence (DI)

Certainly, digital intelligence is more important than ever. Digital intelligence describes the combination of social and cognitive skills that will allow a person to face different challenges impacting both their personal and/or professional lives.

  • The mere knowledge of using smart devices cannot be any more termed as being digitally knowledgeable.
  • A person should be fully confident and comfortable when using a smartphone or computer.
  • Only then, the individual can be termed as digitally knowledgeable.
  • In the future, digital knowledge will be one of the most important determining factors for judging the technological capability of a person.
  • With willingness and determination, an individual can effectively build a knack for liking digital platforms.

However, it is never too late. In the current times, a lot of bad things are going on the internet that might affect kids and even adults and a popular one among them is cyberbullying.

One can protect themselves from such threats with effective digital knowledge about the device or the platform that they are using.

Steps to attain digital intelligence

Citizenship – digital citizenship

This factor deals with using the technology and the different media platforms safely. For kids who fall under the minor category should be using digital devices under the supervision of an elderly person.

Creativity – digital creativity

An individual who is willing to be digitally creative will focus on creating new content and invest time in the ideas that they have to turn into reality. All these can be done through the usage of different digital tools.

Free Well-Being Resources

Entrepreneurship – digital entrepreneurship

A person should be using the different digital skills to solve different technological problems on a global level.

Digital Security

Once a user has gained effective level of digital intelligence, they should consider digital security. More details will follow in due course.

remote worker well-being


Our mission here is to make more widely available MIND’s amazing free Well-being Resources.

MIND’s WFH Well-Being Guides for Working Parents

Well-Being Resources for Managers

People managers’ mental health guide
  • Tools for effectively and confidently support employee mental health at work.
  • Spotting the warning signs of poor mental health.
  • Offering the right support early on.
  • Help your staff support their own mental health at work.
  • Start the conversation about mental health with your own team.
Mentally healthy workplace introduction
  • Understanding the relationship between good employee mental health and productivity.
  • Relationship with getting the best out of your staff.

Our Remote Worker Well-Being Training

Our well-being training is a response to hybrid team challenges. The covid pandemic was stressful for everyone’s family environment and what they heard on the news.Many such factors impacted Remote Worker WellBeing

We have our own wfh personas, then our digital skills transformation and digital leadership assessment.

managing remote teams

Leader potential

Leaders’ Digital Skills

As tech continues to blur boundaries, power is rapidly shifting to those with extensive digital skills. This powerful class of “knowledge workers,” who can work anywhere encompasses remote workers, virtual team leaders and new graduates alike.

Hence in addition to leaders must

Assessing Potential leaders data

Organisations do not make other “big”leadership decisions without having robust leaders’ data. Why therefore make expensive leader hires, or promotions, without understanding applicant leader’s potential?

In fact, quantifying the potential of your leadership team has never been more important.

Our other psychometric test design specialities 

 Assessing leaders potential

Hence many large organisations are:

  • Increasingly understanding the importance of having an effective senior leadership team. 
  • Recognising that effective leaders are expensive resources…
  • They can provide a significant return on capital employed if selected and developed effectively.  
  • Similarly, ineffective leaders / bad hires are very expensive.  

Having objective leader data removes bias and eliminates decisions based on emotions. Hence having robust potential data is critical to avoiding expensive mistakes or missing business opportunities.

  • Gathering leadership data objectively.
  • Coding their leaders potential.
  • Synthesising these two leadership contexts.

Leaders Assessment Don’ts

  • Use the wrong tools for the application. For example, 360-degree feedback is effective in leadership development scenarios but not selection or succession management. 
  • Abdicate tough performance conversations to the assessor. Senior leadership must own this activity.
  • Overlook the purpose of the assessment. It’s very important to explain the entire leadership assessment process to every participant. In particular, what l happens after they’ve completed their leadership assessment. 
  • Ignore the leader assessment results for any participant.
  • Only rely on leadership assessment data – without using any other data sources such as interviews (and role plays). In other words, do…

Leaders Assessment Do’s

  • … use multiple assessment methods.
  • Always include feedback interviews. 
  • Use the most suitable leadership assessments  for that leader selection or leader promotion process. 
  • Always be very clear and open about why the leadership assessment is being used. 

Leaders Assessments design – Assessing Potential leaders

Don’t identify your future leaders based solely on past performance

  • Equating current (or past) performance with future capability is a mistake. Only 30% of high performers are also high potentials.
  • Yet many organisations base their decisions regarding future leaders largely or solely on evidence of past performance.  
  • The future demands on leaders will be different, what worked in the past won’t necessarily be as effective in the future.

Avoid basing leadership pipeline decisions on informal management views

  • Informal, unstructured assessments of an individual’s leadership potential allow biases, stereotypes and assumptions to determine high potential talent pools.  
  • Often internal candidates get overlooked, pigeonholed due to others’ fixed assumptions about their capability.
  • Biases such as “similar-to-me” bias lead to favouritism for candidates who are similar to existing leaders in terms of their values and habits, beliefs, demographic and cultural variables.

Acknowledge the impact of your organisational context

  • Many assessments of leadership potential overlook the importance of context.
  • They assess characteristics of the individual, but fail to consider these in relation to the critical question: potential for what?
  • Performance is context-specific, so a leader who has succeeded in one context will not necessarily be the most effective leader in another.
  • Assessment of leadership potential must consider how an organisation’s external environment will challenge their leaders in the future.
  • You must determine the mindsets and skillsets needed for leaders to adapt and succeed within each unique environment.

Don’t assume that high potential individuals will automatically fulfil their potential

  • Once identified, potential is not automatically fulfilled.
  • In fact, some studies claim that 40% of high-potential promotions end in failure. 
  • Individuals need to be given the opportunities to stretch themselves, to learn and to develop, if they are to fulfil their potential.  
  • A leader’s potential will only be fulfilled if the right conditions are created, placing onus not only on individuals, but also on organisations to create the right conditions.

Leadership Assessments designs

PSI’s Leadership Climate Indicator LCI measures leadership climate set by individual leaders, groups of leaders, or both. It provides powerful diagnostic information to inform strategic initiatives such as culture change or other organisational development programmes.

Insights generated through the LCI:

  • Provides leaders with feedback about the climate they create.
  • Enable senior leadership teams to understand how employees feel being led by them.
  • Builds openness and trust.
  • Cultivates a leadership climate that will create a culture of sustainable high performance.
  • Helps organisations increase employee engagement, well-being and productivity.
  • Enables targeted L&D and leadership development strategies.

Leaders Assessments design – Assessing Potential leaders

Focus on the senior management team or board
Individual leaders contribute to the leadership of the organisation as members of the SMT or board.  Therefore, assessing the collective capability of leaders is often an integral part of any leadership assessment and development project.

The benefits of this collective assessment are numerous and include:

1. An assessment of the team’s strengths and development areas

2. Identification of gaps in the team with an action plan to address them

3. A review of governance and identification of organisational issues

Benefits of assessing leaders potential

Leader Due Diligence 

  • Individual and collective leadership assessment can form a part of a management due diligence exercise.
  • Investors can use this to minimise risks as part of Mergers & Acquisitions exercises.

Organisational Effectiveness Reviews – As part of a review of the effectiveness of the organisation.

Leaders Assessments design – Assessing Potential leaders

Key component of any Board review exercise

  • Leaders potential can be a key part of corporate governance audits.

An essential talent analytics tool

  • Cost-effective way of identifying the strengths and weaknesses of the SMT or board.
  • Leaders potential data can then help inform HR practices.

Competitive advantage

  • Effective leadership is always a competitive advantage.
  • In the leadership potential research literature, improved leadership correlates with higher organisational performance.

Assessing leadership potential

Do your potential leaders possess the following traits?:

Visionary / Strategic Thinking Style

  • Outstanding leaders have a strong sense of mission and purpose.
  • They keep themselves and others focused on the things that bring them closer to realizing this vision.

Leadership Resilience and Drive

  • Great leaders are passionate and fiercely dedicated to carrying out their vision.
  • They are achievement-oriented, hard-working leaders who never stop learning and improving.

Adaptability and Readiness for Change

  • Top leaders invite the new and different.
  • They are flexible and adapt quickly to changing business conditions.

Personal Integrity and Business Qudos

  • Great leaders are committed to doing the right thing for the right reason in all situations.
  • With strong ethics, they live out their values.

Inspirational and Influential Communication Skills

  • Inspirational people lead with optimism and empathy.
  • They prioritise open communication since they place a very high value on other people’s ideas. Especially those of their team.
  • Inspirational leaders recognise how crucial it is for their own leader success to provide their team what they need to succeed.

Leaders Assessment design competencies

  • Agree ways of working. Make sure every team member is clear about how you will work together remotely, how you keep each other updated, and how frequently.
  • Show the big picture but prepare to flex. Remind your team about the big picture and how their work fits into it. Review short-term goals regularly and adjust as needed. If some members can’t carry out all their usual work, consider other skills they can lend to others to meet team goals.
  • Set expectations and trust your team. Be clear about mutual expectations and trust your team to get on without micromanaging. Focus on results rather than activity.
  • Make sure team members have the support and equipment they need. This includes any coaching they might need to use online systems or work remotely. Keep your calendar visible and maintain a virtual open door.

Future Leaders

It is easier to search for the best performer but selecting competent and advanced leaders for future companies is a very strenuous task to perform. Some observe that people getting promoted as team managers basis their high performance, timely deliverables, fresh perspectives, and detailed-oriented attitude individually have made them struggle a lot after some time as they could not drive the same while managing a team. His/her individual’s performance should never judge an efficient leader instead measuring him/her while working in a team and driving the team effectively should be the prime focus to evaluate.

No one is born with the attributes of leadership, it is practiced and enhanced every day. Hence, hunting leaders who are experienced only, will not be the right thing to do. However, while searching, one should look for the raw attributes which are a must-have in a leader. It helps in hiring the best employees from the lot. The organic qualities for becoming an effective leader is discussed as below:

Effective listening skills

To become an effective leader, communication is the key to success. Communication is divided into two parts ‘speaking’ which means expressing and ‘listening’ which is a form of confirming that whatever was said has been received by you correctly.

People often learn to speak better but lack listening skills. When we listen to someone actively, we get more sensitive and thoughtful in terms of their need. While searching the competent leaders for future companies it is a must to focus point.

Future Leader decisiveness

If an individual does not have confidence in him/herself, it is impossible for them to convince their subordinates. This will result in doubtful instances and employees might feel insecure while working in that place.

Being confident helps in decision-making. A confident leader listens to the masses observes and addresses their concerns but decides as per his understanding for the betterment of the organization and fulfilment of the individual’s goals.

Focused goals

Paying attention to details and focusing on the primary objectives are must-have skills and should not be neglected while picking future leaders.

Attention to detail is critical to avoid unaddressed issues or concerns when the project is ongoing or completed.

With time and experience, the individual will be more aware of the operation of these skills in the various situations for the development of the business that will lead towards a focused individual.

Enduring positivity

Leaders are always long-term goal-oriented. They keep on building the road maps and work accordingly with a positive attitude. Individuals or organisations must check if the future leader they have in their mind, is ambitious or not.

Those who keep walking beyond their limitations and keep setting their standards and goals higher with optimism are more likely to be a better fit as a future company leader.

Leader potential

The individuals may have all these qualities however, they need a little brushing up. The leaders should always focus on getting required learnings in order to better guide team members. Hence, below are the five practical tips to brush up and mentor future leaders.

  • Keep identifying the leadership abilities/talents in the individuals. We often get to see individuals who are capable, reliable, proactive, and thoughtful in their jobs but somehow keep themselves in a shell. Don’t just run after degrees, watch for consistency, patience, reliability, and performance. Some individuals grab the opportunities they encounter while some require some help to shine.
  • Once you have spotted an individual who appears promising, begin a conversation with him/her. Explain why have you taken this decision what potentials you see in him/her and how can it help in developing the business, ask what they need as an individual. Push them hard to rise beyond their limits.
  • Before you give the role, make them aware of the work. Let them experience while working on some related tasks to check whether they are ready for the same.
  • Arranging coaching and mentoring program for short-term and long-term involvement helps the individuals to learn and explore more. It provides proper guidance and encouragement.

Counselling and guidance towards mental preparation is a must. It teaches to accept failures and rise again.

Leaders Assessments design – Assessing Leader Potential

Hold daily virtual huddles 

  • This will keep your team connected.
  • You need to check in on each report’s well-being
  • Whilst, at the same time, your team can check in on each other’s well-being
  • This daily virtual huddle is vital to keep workflow on track.
  • The key point is the regularity.

Maintain regular ‘meeting rhythms’

  • This is vital for your regular one-to-ones.
  • But is also key for your team meetings. 
  • And / or project meetings
  • Since additional continuity and structure is provided to each team or project member.

Leaders Assessments design

Share information

  • Also, encourage your team to do the same. 
  • Without physical ‘water-cooler conversations’, opportunities to pick up information in passing are more limited.

Share only appropriate updates

  • Including learnings from other meetings
  • And project updates
  • Also, invite your team to do the same.

Tailor all your feedback / communications. 

  • Communicate regularly, not just when things go wrong, whether it is information, praise or criticism.

Leader potential – Leadership Assessments design – Assessing Potential leaders

Listen closely and read between the lines. 

  • Not being in the same room means you don’t have extra information from body language…
  • Or tone to get the sense of what people are thinking or feeling, particularly in more difficult conversations.

Help foster relationships and well-being. 

  • Make time for social conversations.
  • This increases rapport and eases communication between people who may not meet often.
  • It also reduces feelings of isolation.

Leaders Assessments design

The MosAIc Partnership hybrid working research

Welcome to the latest in out Asssessing Potential series; Assessing Potential leaders.

This follows our assessing graduate potential and assessing digital potential features.

Leaders Assessments design – Assessing Potential leaders

Virtual Teams Digital Skills

Welcome to our Virtual Teams Digital Skills and top virtual teams  tips feature.

We also aim to address the question, How to make virtual teams work?

*  Content Updated August 2021  *

Our Virtual Teams Digital Skills recommendations

Hybrid working is becoming part of the new normal. Hence we have developed our wfh personas model.

We have also developed a digital leadership model 2021. Again, digital leadership development is becoming increasingly popular for companies coming out of lockdown.

We plan to offer assessments for both:

Virtual Team Leader Training

If you’ve led your current team for several months or more then hopefuilly you’ve already gained a foundation understanding of their strengths.

Still, to be the most effective team leader possible then you need to know your team inside-out. That means also building your understanding of their performance modes, their personalities and also what motivates them individually.

The latter may take longer and requires getting to know your team as individuals; otherwise you are unlikely to hear any descriptins of their values and their attitudes. In particular, its useful to hear their thoughts and feelings about why yours is their chosen employer (and industry).

Similarly, you need to listen and observe carefully to establish the individual ways that each one prefers to work. This is especially important now that – away from the office structure – there can be many more different ways in which your colleagues know they can perform at their best. You can give the team the what they need to do next.

And you should have made clear the what performance levels, targets etc are expected of them. In a post-Covid world of hybrid teams, MosAIc recommends that you allow as much of the how they prefer to work up to the individual themselves.

Our Top Virtual Teams Tips

  1. Hybrid working means having the team physically together at regular intervals
  2. Spend more focus on clarifying processes (and individual tasks)
  3. Set-up a ‘communication charter’
  4. Leverage the best communicaiton tech
  5. Build a team with rhythm
  6. Agree on a shared language
  7. Create a ‘virtual water cooler’
  8. Clarify and track team commitments
  9. Foster shared leadership
  10. Understand how the team was lead historically.

Virtual Teams Digital Skills

Digital Leadership Transformation

Hybrid team issues are impacting most corporations coming out of lockdown. We therefore pose a number of key questions. For each one, a digital transformational leader will know how to implement one (or more) solution(s).

How to reset team roles and team responsibilities?

Some of your team will thrive working remotely, whilst other reports will feel less motivated. Hence the urgent need for our hybrid work modelwfh personas and digital leadership assessment.

It’s important that you check-in with each of your team as part of your regular 1-to-1’s. This can be simple as asking, How are you doing? to test the water for how well they are currently coping.

Digital skills transformation

Your team will outline their current challenges to you. Then, as the transformational skills leader you need to constantly reassess their relative strengths and weaknesses.

Digital Skills graduate employers value most

  • Resilience
  • Persistence
  • Influence
  • Ability to Learn
  • Communication Skills

Rob Williams latest book 

Are you chasing a job that you really want, but need to take a verbal reasoning test to get it? With the help of this book, you’ll sharpen your skills and quickly become confident in your ability to pass. 

Brilliant Passing Numerical Reasoning Tests book – also available for download from the Apple Store. 

Digital Worker Wellness

Hybrid work skills 2021

Pupil wellbeing

Digital Careers and Data Careers

Data job guide

Virtual Teams Digital Skills

Hybrid teams well-being

Best practices – hybrid teams training

Welcome to our feature on leading hybrid teams training.

For many leaders, managing remote teams is still something they’re trying to understand how to navigate as it is relatively uncharted territory and mistakes in management happen quite often. However, with the steps to recognize and correct these errors outlined above, you can steer your team and your business back on the right track.

According to a 2020 survey by Enterprise Technology Research (ETR), the growth of remote workers in 2021 in the U.S. was expected to double. Technological advances and the pandemic have accelerated the transition from traditional workplaces to remote work; this is obvious. As a result, many companies have made permanent provisions for full-time or part-time remote work options for their employees. However, with this trend comes the challenges of knowing how to correctly manage your remote teams in the most sustainable and efficient way.

As much as you think you may have figured it all out, there is always room for improvement, so grab a coffee/tea, and tune in for a few minutes while we share some crucial warning signs that indicate you’re doing remote wrong, and what you can do to get back on track.

Managing hybrid teams training

Forget what worked pre-hybrid

Co-located traditional workspaces allow near-instantaneous communication with and between employees, as workers are able to physically interact with each other. A mistake many businesses make while managing remote teams is attempting to recreate this constant flow of communication in the virtual workspace with endless video calls and group chats.

These meetings take up several hours of the workday, and employee productivity can take a hit from zoom fatigue and other constant interruptions, leading to missed communication, and impaired focus. It’s erroneous to attempt to apply the same formula for the traditional workplace to remote work since they are two unique scenarios. Instead, it’s vital to evaluate your remote team’s needs and develop systems and processes that suit them best.

An approach many leading remote-first companies like GitLab have taken is that of asynchronous communication. It’s difficult for synchronicity to work 100% of the time among distributed teams, especially those divided by time zones. Therefore, your employees will benefit from a mode of communication that allows them to communicate without expecting immediate feedback or input from other team members.

An async form of communication also gives your employees more control over their workday. Asynchronous collaboration tools allow you to streamline your business’s communications with planners, goal tracking, and templates for async meetings. Communication asynchronously is particularly advantageous for remote companies with staff across various time zones, so work can keep going around the clock without requiring all employees to be awake at all hours.

Managing hybrid teams training

Avoid overdoing group communications

A paper published in 2020 by the National Bureau of Economic Research showed that remote workers were having 13% more meetings than their office counterparts. Although these additional meetings may not be necessary, they’re still taking place, and this is where the problem starts.

Managers often attempt to perform a virtual communication balancing act that allows all deadlines, communications, and project updates to be reported synchronously.

In addition, informal communications, or those “water cooler conversations”, which are vital for maintaining interpersonal relationships among your employees, are taking up a good chunk of time during these meetings, often derailing work conversations and forcing postponements or extensions of meetings, resulting in…you guessed it, more meetings.

On the other hand, you may be calling for more meetings because you do not trust your employees and so are forced to micromanage them (more on this in the next point). All of these can be extremely exhausting and distracting for both you and your employees, reducing productivity across the board.

Daily team updates work best

Once again, asynchronous communication provides a good solution to the above problem. Instead of having short meetings for every piece of communication, daily updates can be shared on an asynchronous meeting platform and reviewed in a single meeting. Ensure that your meetings are concise by having an agenda planned and shared with your employees beforehand so that everyone is on the same page. And, don’t forget to take meeting minutes – here’s some info on how to take minutes that don’t suck. There is no magic formula for managing remote teams, but there are key habits you can adopt that will help build your skillset as a great remote team.

hybrid teams training

Avoid micromanaging your remote staff

While managing a remote team, you may often find yourself crossing the line between supervision and micromanaging. Many managers struggle with working around the urge to micromanage. It’s easy to assume employees aren’t focusing enough on work while at home, so you need to check up on them constantly with regular emails and instant messages. You may even install employee surveillance software to ensure your employees are working when you think they should be. If you’ve gone this route, its best to re-think your management style, or, at least, know the laws and ethics of employee monitoring and privacy. Contrary to your expectations, using employee monitoring software will actually lead to a drop in productivity.

Plus, micromanaging can be very distracting for an employee, as they’ll often have to pause in the middle of work to respond to an email or do a requested task that may be unrelated to the work at hand. This type of managerial behaviour communicates a lack of trust in your employees, which can lower their morale, and create more work not just for your employees, but for you as well.

Aim for ‘accountability without micromanaging

This is the golden question.☝️ Knowing how to perform your supervisory duty as an employer without stepping over the line is something that takes some people years to learn. Zapier, a global remote company, encourages an accountability without micromanaging model of management. The week starts with managers having one-on-ones with their direct team, and, at the end of the week, everyone publishes a Friday update outlining the progress they made during the week and what their priorities are for the coming week.

This is a very effective approach, as it ensures good communication without the need for regular check-ins. Another way you can avoid micromanaging is by focusing on the “what” instead of the “how”. As long as employees are getting the work down, there is no need to follow them step by step.

Flexibility is a key aspect of remote working. Let your employees complete tasks on their own, in their own way, and in their own time, as long as it still fits within the company’s deadlines and requirements. If your employee is knowledgeable and skilled, there’s no reason why you shouldn’t trust them to do their job right, even while working remotely.

Managing hybrid teams training

Evaluate future hires in the remote working world

Business owners often assume that remote work and remote hiring mean much less work on the HR front, and that is not true. When hiring remote workers, HR needs to be well versed in how to evaluate candidates for the remote working world. For example, in a remote environment, written communication skills become far more important than the ability to lead a meeting, so, when hiring, this should be one of the qualities HR evaluates on.

Additionally, when hiring remotely, you have a greater chance to increase your hiring pool and look for more diverse candidates. Hiring people who look like you to fit in at the office Christmas party should no longer be a priority, now is the time to hire people based on their skills and culture-add, not culture fit.

Provide new hires with development opportunities

Many managers often overlook corporate training for their remote teams. This lack of development opportunities can make employees feel like they’re not valued, or that there is no future for them within the company.

The following are a few steps you can take to ensure remote employee satisfaction:

  • Design a comprehensive onboarding process. Ensure that all your new hires feel like they’re an integral part of the business. Establish rapport with them quickly.
  • Conduct regular check-ins with your employees to ensure they’re maintaining a healthy work/life balance.
  • Arrange team building and interaction exercises to make employees feel like part of a team. Invest in corporate training for your remote workers. Developing their skills will enable them to take up more roles in the business, negating the need for new hires all the time. Empowering employees so they feel like a part of the company’s future will pay off!
  • Using feedback from employees, reevaluate and adjust managerial styles and habits as needed to create a healthy work environment for your staff.

Provide all the software and equipment your diverse, individual remote workers require

  • Remember that your employee’s working conditions are your responsibility.
  • A manager cannot expect continuous output from them without any input on your part.
  • A printer is a typical example of the type of office equipment that certain remote workers may not have access to (immediately) at home. Of course, the office’s fast broadband is the most likely feature. This ommission will affect their productivity quite drastically.

hybrid teams training

Onboarding Deserves Special Attention in the Remote Work Era

A year of isolation and anxiety has taken its toll on millions of workers around the world. It’s crucial for hiring and onboarding teams to make these employees feel welcome and introduce them to their new roles with empathy and encouragement.

How to support remote working teams

More hiring professionals said training and onboarding new employees was a challenge in 2020 than in 2019. Of course, it’s difficult to imitate the camaraderie and natural interactions that take place in the office from behind a screen. But this doesn’t mean companies shouldn’t try. The remote onboarding process has to go beyond:

  • Training on digital productivity tools
  • Information about the company and the employee’s new role
  • focusing solely on logistical issues.

We have our own wfh personas, then our digital skills transformation and digital leadership assessment.

Also have featurees on firstly pupil well-being, secondly supporting remote working teams

and thirdly, digital leadership.

Finally, How to run a hybrid team meeting.

Hybrid Teamworking

How to Develop Effective Virtual Teams

Virtual teams are a necessity in today’s world of work and this has become even more pronounced since the coronavirus outbreak. However, scientific evidence shows virtual teams deal with more challenges than face-to-face teams, because they must rely on electronic communications, have less things in common, and potentially less overlap of working hours.

Some of these challenges can be mitigated by: 

  • Encouraging the use of rich media for communication 
  • Synchronising work schedules as far as practical 
  • Mitigating the effect of physical distance where possible. 

How to Develop Effective Virtual Teams

HR practitioners and managers can also consider other actions to help their virtual teams be more effective by: 

Building team cohesion and trust through

  • Investing in team building 
  • Protecting the team from negative behaviour 
  • Being mindful about sharing negative feedback 

Ensuring there is effective information sharing by: 

  • Proactively diversifying the information shared within the team 
  • Building up the team’s transactive memory system 
  • Holding debriefing sessions 

Teaching teams how to work together and coordinate, including: 

  • Setting up teamwork training sessions 
  • Clarifying roles, including that of coordinator 
  • Providing tools for coordination 
  • Coordinating the team’s communication 

Establishing the right team leaders by: 

  • Finding the leader best suited for the challenge 
  • Identifying humble team leaders. 

How to Engage Remote Workers

Welcome to our How to Engage Remote Workers feature, which includes, hHybrid work skills 2021.

We’ve published a remote leader assessment , based upon our own assessment research for a hybrid work model.

Similarly, based upon the latest well-being research, we also offer both hybrid team development and well-being consultancy development.

woman working at desk hybrid work skills

Hybrid work skills 2021

Hybrid work skills 2021

1. Self-Management Skills

  • Employers need to establish the hybrid working model which works best for individual staff.
  • Bearing in mind the full range of ‘family’ / personal life differences in individual employee preferences.
  • Then, once preferences are discussed are recognised, the employer needs to support these hybird working options.
  • Generally spekaing, younger staff often value the social interaction of the office.
  • Whilst, remote working becomes increasoingly important for those with kids who may intermittantly be learning from home

2. Time Management Skills

  • Learning how to manage your time is an important skill when you’re working from home.
  • In a hybrid environment, employees and managers need to set priorities hour by hour, day by day, and week by week, and structure their time to address the most important tasks.
  • Technology fatigue can happen in a virtual office, and an employee’s ability to set aside time for self care is more important in a hybrid environment.

Hybrid work skills 2021

3. Adaptability

  • Individual hybrid workers must assess what they ‘need’ from the times they are in their office.
  • Plus, what type of projects work best for them when working remotely.
  • Naturally, one would expect that hybrid workers’ office days, or half-days, would focus on colleague engagement activities. Many hybrid working offices are now offering such common spaces.
  • There needs to be flexibility so that hybrid workers can move back and forth between virtual remote and physical environments.

How to engage remote workers


We are researching the wfh personality differrences that have typified different virtual worker preferences.

Hybrid working is becoming part of the new normal. Hence we have developed our wfh personas based upon individual personality differences. We have also developed a digital leader assessment based upon our remote leadership model 2021.

Welcome to our Emotional Well-Being and Psychological Well-Being feature. Here we aim to show, firstly all career posts. Secondly, we categorise them according to fields of interest.

wfh personality differences Personas

We start with four of the most basic: the TRADITIONALIST; the EXPERIENCER; the WELLBEING PRACTITIONER; and the FREE SPIRIT.

wfh PERSONAS in Scrabble letters



  • This wfh PERSONA type is ready to get back to the office.
  • These wfh PERSONA types often didn’t work from home prior to the pandemic and will want to be in the office most of the time going forward.
  • TRADITIONALISTS are not as attracted to flexibility or rotating schedules as other staff are.
  • The challenge for companies is if such a TRADITIONALIST manages other teams.
  • This wfh PERSONA typ will need to take extra effort to recognize that their team members may be across other personas.


  • The EXPERIENCER wfh PERSONA type lovers had high aspirations for flexibility prior to the pandemic.
  • While this wfh PERSONA values their work community, they find that time away from the office also enhances their feelings of engagement, fulfillment, and empowerment.
  • Most EXPERIENCER wfh PERSONA type will likely want to spend two to three days in the office with the flexibility to work outside the office too.
  • The challenge for leaders is understanding how to manage someone who is sometimes at home in a way that isn’t disruptive to other team members.
  • It needs to be organized and may involve scheduling days when it makes sense to collaborate with other team members.
wfh personality differences


  • Wellness addicts value their work-life balance and health.
  • Pre-pandemic, this type of employee embraced remote work and shorter commutes, allowing for a good balance between their private and professional priorities.
  • While the experience lover prefers more days in the office, the wellness addict wants more days at home.
  • This employee wants to come to the office just one or two days a week.
  • They need a company that will allow them to create a good balance. You see a lot of wellness addicts in digital and tech industries.


  • This employee wants to work remotely full time.
  • Time with family is a main priority.
  • They might come in for a special meeting or engagement but prefer to work at home full time.
  • They don’t want to be put on a regular schedule.
  • In fact, they may live outside of the office area. The challenge for managers is to make sure those workers continue to feel connected and included.

wfh personality differences

Leader Digital Intelligence tips

  1. If you don’t offer flexibility, you risk losing employees to companies that do. Employees want to align with companies that share their values. They want an employer who shows that they care for their well-being. This will necessitate flexibility in order to be an attractive employer. Finally, Bilbrey advises, listen to the questions employees are asking.
  2. Come up with strategies and think about how you can extend your workspaces to be part of those strategies.
  3. The best way to know what employees want is to ask.
  4. The first step is getting the right equipment. The experience lover, wellness addict, and free spirit will rely on technology that allows them to collaborate with coworkers who are in the office or also working remotely. Having the right tools in place, such as video conferencing and project management platforms, will be key in making hybrid arrangements work.
  5. Leaders also need to be cognizant of their individual team members’ preferences and able to deliver what they need to support them. “Provide leaders with training and intake tools to understand the personas they have on their teams. Be sensitive to an employee’s needs. How flexible you can be will depend on the type of work the employee does.
  6. And if the job doesn’t require an employee to be back, start the conversation about expectations early.

wfh personality differences

Wfh productivity tips

Our top three unconventional wfh productivity tips

Welcome to our latest puff piece!

  1. Spread meetings across your working week

Why not try to span your meetings all over your next working week. Otherwise if you have to jump from one meeting to the next you are far more likely to struggle. To get irritated.

If possible, aim for some time to decompress inbetween meetings to get some rest and calm down. Especially if you are making meeting notes after a key meeting. Or its the first time you’ve spoen to a prospect or new client. Be honest, you dont know you well – or even how long – this type of meeting will take.

Whereas, spanning them all over the week, will stop you becoming overwhelmed at any part of the day or the week.

  • Throw away your To do lists

We all have a shortlist of top priority tasks and a much longer list for other days!

That’s fine and important.

Still, however well you plan each work day, there will be at least one client (or family) request that has to be attended to instantly.

Also, at least one friend or colleague each day will send you some instant messages for your personal recommendations. For someone or something they can’t seem to do themselves!

  • Don’t have a dedicated place to work

Should you create a dedicated office space? You must have heard this said many times. It depends though. If you like variety and have a big house… then try working in several places each day.

They say that a change is as good as a rest. So maybe you have an assigned place for your formal calls. another for more personal video calls. One for reading and researching on your iPad. One for quiet work. And so on. We encourage you to switch places often!

wfh personality types

Our top three unconventional wfh productivity tips

Welcome to our latest puff piece!

  1. Throw away your To do lists

We all have a shortlist of top priority tasks and a much longer list for other days!

That’s fine and important.

Still, however well you plan each work day, there will be at least one client (or family) request that has to be attended to instantly.

Also, at least one friend or colleague each day will send you some instant messages for your personal recommendations. For someone or something they can’t seem to do themselves!

3. Don’t have a dedicated place to work

Should you create a dedicated office space? You must have heard this said many times. It depends though. If you like variety and have a big house… then try working in several places each day. They say that a change is as good as a rest. So maybe you have an assigned place for your formal calls. another for more personal video calls. One for reading and researching on your iPad. One for quiet work. And so on. We encourage you to switch places often!

  1. Span meetings all over the week

You should span them all over the week. Otherwise if you have to jump from one meeting to the next you are far more likely to struggle. To get irritated.

If possible, aim for some time to decompress inbetween meetings to get some rest and calm down. Especially if you are making meeting notes after a key meeting. Or its the first time you’ve spoen to a prospect or new client. Be honest, you dont know you well – or even how long – this type of meeting will take.

Whereas, spanning them all over the week, will stop you becoming overwhelmed at any part of the day or the week.

wfh personality types

Free Remote Working Resources


That Discomfort You’re Feeling Is Grief
The coronavirus pandemic has led to a collective loss of normalcy. (March 2020)

Anxiety Is Contagious. Here’s How to Contain It.
It’s especially important in times of mass uncertainty. (March 2020)


Lessons from Italy’s Response to Coronavirus
Policymakers around the world can avoid making the same mistakes while there’s still time. (March 2020)

The Danger of Vaccine Nationalism
Countries must deploy a coordinated strategy based on science, not politics. (May 2020)

We Need Better Masks
Right now, it’s our best option to contain the virus and revive the economy. (June 2020)

Lessons from Chinese Companies’ Response to Covid-19
How they’ve innovated, adapted, survived – and even thrived. (June 2020)


Understanding the Economic Shock of Coronavirus
How bad will it get, and what could recovery look like? (March 2020)

Coronavirus Is a Wake-Up Call for Supply Chain Management
Start mapping your suppliers in depth – now. (March 2020)

Rebuilding the Economy Around Good Jobs
It’s time to invest in workers. (May 2020)

In a K-Shaped Recovery, Nonprofits Should Lean on Major Donors
A seven-step guide for fundraising during the pandemic. (September 2020)

Covid 19 business


Preparing Your Business for a Post-Pandemic World
Five strategic questions to ask. (April 2020)

What Good Leadership Looks Like During This Pandemic
NBA commissioner Adam Silver and New Zealand Prime Minister Jacinda Ardern acted early and decisively. (April 2020)

The Psychology Behind Effective Crisis Leadership
Good leaders need more than vision. (April 2020)

8 Questions Employers Should Ask About Reopening
Timing is everything. (May 2020)

How U.S. Companies Can Support Employees of Color Through the Pandemic
Though we’re all in this together, we’re not all in the same boat. (May 2020)

Working Remotely

A Guide for Working (From Home) Parents
Try to keep as many old routines as possible. (March 2020)

What It Takes to Run a Great Virtual Meeting
Twelve keys to success. (March 2020)

3 Tips to Avoid WFH Burnout
How to leave work at the door when you don’t leave the house. (April 2020)

How to Combat Zoom Fatigue
Five research-based tips. (April 2020)

How to Transition Between Work Time and Personal Time
Working from home makes it hard to keep them separate. (April 2020)

How to Nail a Job Interview — Remotely
Step 1: Take it easy on yourself. (June 2020)

Job Loss

7 Questions to Raise Immediately After You’re Laid Off
Nearly half of the U.S. workforce could lose their jobs in the months ahead. (March 2020)

You’ve Been Furloughed. Now What?
Five questions to ask yourself. (May 2020)

Rob Williams latest book 

Are you chasing a job that you really want, but need to take a verbal reasoning test to get it? With the help of this book, you’ll sharpen your skills and quickly become confident in your ability to pass. 

Brilliant Passing Numerical Reasoning Tests book – also available for download from the Apple Store. 

Covid 19 business

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Psychologist Remote Well-Being Training

Welcome to our remote worker well-being and digital intelligence feature.

Welcome to our Digital Worker Wellness feature.

New hybrid working models 2021 are becoming increasingly popular for companies coming out of lockdown.

We’ve already discussed some of the most common wfh personas. Assessing the prevalence of these is the first step we recommend below for effectively managing distributed virtual teams.


woman working at desk hybrid work skills

Digital Worker Wellness

Our remote worker well-being recommendations

Prioritising Remote Worker Well-Being

Perhaps you personally are convinced of the significance of employee wellness, but you wonder how to persuade the rest of your leadership team to prioritize well-being during a global pandemic. The benefit of taking care of your employees will outweigh the cost of doing so. Recent research found that companies that adopted five of these wellness initiatives were able to improve employee loyalty by 79%, helping retain top talent while saving the time, money, and resources needed for new hires.4

As vaccinations become more available and some companies plan for their office returns, some people are starting to see the light at the end of the tunnel. But even in the best-case scenario, the pandemic will have left countless employees with mental health scars. Those scars require swift action and a profound but strategic rethinking of mental health support and how to create the right structures at the organizational level — now and in the post-pandemic future.


Remote Worker WellBeing

Remote worker wellbeing has suffered during the 2020/ 2021 lockdowns. There have been no gradual onboarding for new employees. Or water cooler intrigue for those who enjoy such social experiences in their ‘personalized’ office environment.

So… How have remote workers reacted?… 

How easily do different personalities adapt to a remote working environment?

There is published research coming out now. For example, invesgtigating the work potential dwork potential of remote managers using differnt digital leadership approaches.

In summary, in terms of Big Five personality character, effective remote work relies upon 3 key personality traits:

  1. Conscientiousness

Conscientiousness describes people’s motivation, discipline and capacity for long-term planning. Employees with higher levels of conscientiousness tend to be more self-motivated and able to manage their own schedules and deadlines independently.

High conscientiousness is a significant asset in a remote working environment, and those with high conscientiousness tend to be better able to manage and organise their workload, deadlines, schedules and responsibilities when working independently. Those with lower conscientiousness are likely to need more oversight and support.

How to manage highly conscientious remote workers

  • Those remote workers with higher conscientious personality profiles tend to want more autonomy and independence in their work.
  • They tend to be good at managing their own schedules, but may have more difficulty switching off, especially when at home.

Managing remote workers with ‘low conscientious profiles’

  • Whereas, remote workers with lower conscientiousness often need more external support, accountability and regular check-ins to keep on track.
  • They tend to be more motivated by their immediate physical and social environment.
  • So tend to need external help with time management.

(2) Adjustment and Adaptability personality traits

This explains how people react to stressors and someone’s ability to manage and regulate their own emotions. Hence, remote workers with:

  • Higher adjustment levels tend to have an easier time adapting to some of the new demands and stressors of working remotely.
  • Lower adjustment levels may find new working environments stressful. They may, however, also find working remotely relieves some of the stressors present in traditional working environments.

How to manage high adjustment remote workers?

  • Higher adjustment remote workers adapt more quickly and feel less anxiety than others.
  • But this also means they are more likely to seem aloof.
  • In times of extreme challenge or stress they may be less comfortable discussing anxieties.
  • So prompting these discussions may be necessary.

How to manage low adjustment remote workers?

Reassurance and clarity can be very helpful. Hence remote workers with

  • Lower adjustment may be more likely to ruminate or jump to worst-case-scenario thinking.
  • It’s important for managers to provide open and honest information and reinforce the importance of their contribution at work.

(3) Intellectual Curiosity  personality trait(s)

  • Remote workers with higher levels of curiosity enjoy learning new things, and they tend to enjoy new work environments.
  • Those with higher curiosity are likely to adapt more quickly to new situations and enjoy the process of learning.
  • They tend to adapt more quickly to new tools and technologies and many have a preference for remote or flexible working environments.

Managing remote work personality profiles with high curiosity

  • Remote workers with high curiosity tend to enjoy novelty 
  • Typically, learning new things, and are often quicker to adapt.
  • They may be more distractible and can benefit from managers keeping them focused.
  • Sometimes needing guidance when prioritising objectives.

Managing low curiosity remote workers

People with lower curiosity need much more consistency and regularity in their schedules, tasks and work. Those with lower curiosity often prefer more consistency in schedules and meetings, and may benefit from making their home working space resemble a traditional office environment.

Preempt Your Team’s Work Stressors


With the rise of remote work and the erosion of work-life boundaries, employees need to disconnect. At the preemptive stage, a focus on the organizational culture is essential to promote self-care values and healthy work-life boundaries. Leaders can proactively address these issues in a number of ways.

Model wellness and balance for your team

As a leader, it’s not enough to say that you prioritize wellness and announce a few virtual wellness events or services via your intranet or in internal communications. Each manager, supervisor, and team lead has a responsibility to demonstrate the company’s commitment to well-being. Clearly valuing your own well-being shows your team that you value theirs, too. In practice, this may mean actually using your vacation days, being open about the block on your calendar reserved for a therapy appointment, or just recommending a great personal development book you’ve read. When it comes to modeling wellness for your team, it’s all about openness and action.

Monitor workloads

This is an obvious concern if your organization has shrunk its workforce, but a more subtle — in fact, invisible — element is the workload your employees face at home. Do they have child care or elder care responsibilities? Are they serving as remote-learning classroom assistants? Do they share a living space with interrupting roommates or relatives? Under these circumstances, some employees may not be able to handle their regular workloads, which shifts the weight to colleagues. But we all need balance. While monitoring productivity is likely to be intrusive and actually increases employees’ pressures to perform, monitoring workloads — including regularly assessing job design and possibly reallocating tasks among your employees — takes a bigger-picture perspective.

Introduce a bookend to each working day

The lack of a clear beginning and end to the workday blurs the distinction between home and work life, leading to a muddle of demands and distractions. Some companies are promoting virtual commutes to mark the boundaries of the workday without the hassle of traffic or travel. Casual morning conversations over coffee or occasional end-of-day happy hours offer sociable ways to connect with colleagues. Such a window of time can offer employees an opportunity to reflect, refresh, gain a bigger-picture perspective, and set goals.

Revisit your company’s values

If we learned anything as a society in 2020, it’s that we need to take a hard look at the way we live, work, and play. It’s essential to reevaluate how you, as a leader, show up for your employees — not just your clients. Thoroughly examine your company values and see if they still hold up in practice after a year of remote work. If practice and values align, consider how you’ll incorporate these values in your future in-person, fully remote, or hybrid workplace — and if there’s a gap between values and practice, figure out what needs to shift to bring them into alignment.

For example, many companies that considered themselves progressive in supporting employees with caregiving responsibilities — child care or elder care, or care for relatives with illnesses or disabilities — realized during the pandemic that there were significant gaps in their understanding of those employees’ challenges in balancing work and life.

Detecting Emerging WellBeing Issues

A culture of self-acceptance can help support individual employees suffering from mental health issues to overcome their reticence about disclosing their situation. Similarly, creating a culture of awareness can encourage employees to support colleagues who might be struggling.

Collect data

Anonymous pulse surveys are useful tools for detecting brewing mental health issues before they emerge.

  • Survey responses will help assess the organization’s overall mental health climate and may help to identify areas — specific functions or teams
  • For example — that require particular support.
  • Whilst pulse surveys will give you a big-picture view of how members of your organization are functioning, you’ll also need to more deliberately seek out information from individuals.

Actively listen to your employees

  • It’s simple to host a virtual wellness event or offer employees a well-being stipend.
  • What’s less straightforward is asking your team what they need, genuinely listening, and responding accordingly.
  • In a world that feels like it’s changing by the hour, it’s critical to get a sense of how your employees’ well-being is changing, too.
  • Maybe a staff survey. Or a supervisor’s honest conversation with team members.

Embed wellness in the employee review process

  • Whether your company does reviews annually, quarterly, or monthly, make wellness a part of the process.
  • Take the opportunity to find out if your employees feel taken care of and ask for feedback on how the company is supporting your staff’s well-being.
  • A review isn’t just a moment for managers to provide team members with individualized feedback; it’s a critical moment to hear from them whether they feel valued, heard, and cared for as members of the company.

Remote Worker WellBeing

2020’s pandemic triggered an epidemic of burnout. This left many employees struggling to cope. While such changes have undoubtedly given many employees an opportunity to prove their efficiency, their well-being has also suffered. There has also been considerable uncertainty. In fact, the so-called VUCA world’s worries and anxities were magnified during the global pandemic. Plus, continuous concern for all of our friends and family.

Remote Worker WellBeing

Not all of 2020 / 2021’s challenges were due to having to wfh. The covid pandemic was stressful for everyone’s family environment, what they heard on the news and their own well-being.

Our Remote Worker Well-Being Resources

We have our own wfh personas, then our digital skills transformation and digital leadership assessment.

Remote Worker WellBeing

Man in home office with virtual reality set showing virtual Jobs from home

MBTI Remote worker types

Welcome to our 16 remote worker personality types

When coaching and mentoring are more important than ever, it is increasingly difficult to do so effectively. Throw the turmoil of a remote/hybrid/ asynchronous environment in and things become much more challenging.

So, what makes a good coach? Here are the key coach skills sets in our opinion; being able to:

  • Create an atmosphere of trust.
  • Hold leaders more accountable for driving the organization’s mission and values.
  • Improve the effectiveness of leadership development.
  • Enable teamwork and collaboration.
  • Coach leaders to actively foster employee engagement.

Coaching Remote Teams

To make the most of coaching remote teams leverage coaching check-ins to discuss development opportunities and career advancement. Also, provide coaching feedback tips and checklists for managers.

16 remote worker personality types

The shift to remote work has given many of us a new perspective on how we do our jobs. Without the context of a shared workspace or the rhythm of a typical office day, our own personalities are having far more of a say in our performance.

It follows, then, that the best way to maximize our output in a WFH environment is to better know our personalities—and those of our dispersed colleagues.

An efficient (and intriguing) way to manage this personality wrangling is via the tried-and-tested Myers-Briggs Type Indicator (MBTI). Generally regarded as one of the most accurate personality tests out there, the MBTI is widely applied within the business world, with 89 of the Fortune 100 companies utilizing it.


Based on Carl Jung’s Theory of Psychological Types, the MBTI is a self-reported personality survey that has been around in various shapes and forms since the 1940s. Respondents answer a series of simple questions about their feelings and preferences, eventually aligning with one of 16 personality types.

Each of these types is identified by four letters, starting with an E or an I (for extrovert/introvert) followed by S or N (sensibility/intuition), T or F (thinking/feeling), and finally a J or a P (judgment/perception). Each type also has a descriptor, e.g., “the analyst,” to further characterize the personality type in action.

Once you know your team members’ types, the thinking goes, you can better assign them to projects which match their preferences, proficiency, and proclivities. You can also communicate more effectively if you have a better idea of how people process information.

remote worker personality types


Who they are: ISTJ’s are dutiful doers who appreciate clarity, love routines, and believe in values like honor, hard work, and social responsibility. They’re quiet, reserved, and reliable. The Queen of England is an archetypal ISTJ.

How to work with them: This personality type is incredibly well organized, which is a major asset in a remote working environment. They don’t need much management or checking up on, just email them a to-do list at the start of the week, and you can trust them to quietly get on with it. They’d also be the perfect type to organize and streamline any shared space online, from Dropbox to Google Docs.

remote team personality types


Who they are: principled creatives who are quietly forceful but also intuitive about people and concerned about their colleagues’ feelings. They tend to be deep thinkers with bags of ideas.

How to work with them: The entire hiring process is considerably more difficult in a remote world, but Advocates can be an ace up your sleeve. They tend to be excellent judges of character, so it would be a major asset to have them sit in on virtual interviews. Just don’t put them centerstage in any Zoom meetings if you can avoid it: They don’t thrive on attention, and work far better behind the scenes.


Who they are: INTJ’s are perfectionist innovators who are comfortable alone and thrive in a remote work environment. People with this personality type are natural problem solvers who are great at taking an idea and turning it into a plan of action. They’re a dual threat: skilled at both intuitive and practical thinking.

How to work with them: This group is usually more comfortable communicating by text, so they’ll often need to be nudged into picking up the phone or jumping on a Zoom call when it’s more beneficial. They’re extremely deadline-focused, but there’s also a danger they can rush to hasty decisions, particularly without colleagues nearby to check their impulses. Sometimes INTJs need to be reminded to stop for a second, take their time, and let ideas germinate, rather than just rushing straight at them.

remote worker personality types


Who they are: ISFJ’s are the most extroverted of the introverts, ISFJs prioritize harmony and co-operation, have a strong work ethic, and are sensitive to colleagues’ wishes and feelings. But there is steel behind their zeal: They tend to be extremely conscientious workers who are natural managers, capable of keeping remote teams bonded and happy.

How to work with them: ISFJs display incredible attention to detail, so they’re great for checking over others’ work, editing shared documents, or looking over pitches and proposals at the final stage. They’re also very good at following rules and inspiring others to do the same, so put them in charge of any time tracking software you use—and watch them increase the efficiency of the entire team.


Who they are: ISTP’s are direct, to-the-point characters who are loyal to their peers but not overly concerned with laws and rules. ISTPs are the most unpredictable of the 16 personality types, because they’re typically rational and logical, but can also be enthusiastic and spontaneous.

How to work with them: Virtuosos will likely feel the impact of missed day-to-day interactions with their teams most of all, so they’ll benefit from scheduled one-on-one digital meetings to maintain drive and focus. “ISTPs tend to excel at troubleshooting, so in a remote work environment they can be a major tech asset,” says Peacock. “They’re very good at test driving new tools and navigating software, but they also lose focus easily. They’re the team member most likely to turn off their camera in a meeting, open another window, and start surfing the net—so they do need to be managed.

remote team personality types


Who they are: ISFP’s are sensitive doers who thrive when creating for others. Adventurers are warm, approachable, friendly, and averse to confrontation. They also see the value of exploring new things and discovering new experiences.

How to work with them: This group likes to live in the moment and can become completely wrapped up in their work. Working from home and without colleagues physically monitoring them, they can burn out quite easily, so need to be reminded to take an hour for lunch and finish the working day at a reasonable time. Their energy is an asset, but it sometimes needs to be harnessed and directed in the right direction by others.

remote worker personality types


Who they are: Laid-back idea-people with a well-developed value system, INFPs can often get lost in their imaginations and daydreams. While they bring intensity and enthusiasm to projects, they often find it challenging to sustain their excitement for long periods of time.

How to work with them: This type tends to have very deep-seated values, which can cause problems because frustrations can stew when they’re offended. This is amplified when working remotely as grievances can linger for longer, so managers need to encourage them to get any concerns out into the open. Otherwise, the key to getting the best out of this group is to encourage and reinforce meaning in their work. In other words, if their projects align with their values, this group can be an unstoppable force.


Who they are: INTP’s are renegade problem solvers who love patterns, are quick to notice discrepancies, and cherish competence and logic. They thrive off being alone and will enjoy lockdown more than any other type. Albert Einstein is the archetypal INTP.

How to work with them: This type really needs to be given the freedom to do things in an original way, and to be listened to, because they come up with the smartest solutions.

Their weak spot is that they often neglect to share decisions and solutions, and that trait can become even more pronounced when working from homeIf there’s an INTP on your team, encourage them to use shared documents and software as much as possible. A tool like Confluence, for example, would be ideal.

remote team personality types


Who they are: ESTP’s are risk-takers who thrive on solving big problems at a fast pace. They’re passionate about their pursuits but can also get impatient with longer-term projects as they suffer from short attention spans. Entrepreneurs can be a major asset to any team, but they can also be hard to manage because they’re not particularly respectful of rules.

How to work with them: The solution here is simple—keep things fun and keep them moving fast. This personality type is classically impatient, so give them a day’s worth of tasks in a project tool rather than any long-term targets. They’re also often very good at firefighting because the thrill of the moment is exciting to them. As a general rule, Entrepreneurs are great at thinking outside the box, so don’t put them inside one by stifling their creativity.”


Who they are: ESFP’s are the life and soul of the workplace, this personality type likes to show up and show off. They’re energetic, enthusiastic, and natural performers who often end up in creative or artistic professions. But while they love the spotlight, they’re also sympathetic, warm, and generous.

How to work with them: Entertainers need to be given time to sparkle in front of others, so remote working can drain them. Wherever possible, get them involved in videos, voiceovers, podcasts, or any project that involves creative performance. They’ll also be superb in remote pitches, as they’ll bring a persuasive energy which could otherwise be lacking via computer screen.

remote team personality types


Who they are: ENFP’s are perceptive people-pleasers who love to experiment and explore. Campaigners have a strong, intuitive nature and like to be around others, operating from feelings above logic. Crucially, they are motivated more by heartfelt goals than by money.

How to work with them: This group excels at both idea-generation and collaborative projects, so they’d be a major asset in brainstorming sessions and any big picture thinking. Their weakness is that they’re not the best starter-finishers, so deadlines can be an issue. That can be exacerbated when working remotely when they don’t always see messages or respond quickly enough to colleagues. As a result, they often need gently managing in order to realize their high creative value.


Who they are: ENTP’s are charismatic intellectuals who enjoy pulling strings. Many CEOs slot into this group. This personality type is logical, rational, and objective but needs constant mental stimulation. Often leaders and managers, they prefer to focus on big ideas and resist repetitive tasks and routines.

How to work with them: Predictably, Debaters are very good at debating, so play to their strengths. This group tends to be great on new ideas and products, as well as bigger discussions about how to move the business forward. They’re also adept at impressing clients and pitching for new business, so you want them on any game-changing Zoom calls. You just might need to remind them to mute themselves occasionally. Since, if unchecked, they may dominate conversation.

remote worker personality types


Who they are: Also nicknamed The Guardian, this type is made up of pragmatic decision-makers. ESTJ’s tend to be traditional, organized, hard-working, methodical, and loyal. If your business was a sports team, they’d be the veteran captain.

How to work with them: This group loves to organize themselves, other people, and the world around them, which can be an asset but can also come across as bossy and aggressive. In particular, when they’re dishing out instructions without any face-to-face contact. They often need to be reminded to be tactful with others, particularly in an environment where they’re primarily communicating via email or messaging apps, leaving their sentences open to greater interpretation.

remote team personality types


Who they are: ESFJ’s are nurturing caregivers who thrive on serving the collective. This group are sociable, kind, and considerate—and will typically put others’ needs first. They’ll be the ones messaging colleagues directly to check on their well-being, while trying to organize online quizzes and virtual happy hours.

How to work with them: This is the personality type who makes the best project managers, because people love working for them. They’re organized, as well as thoughtful, so are ideal for bringing projects together on time. Thanks to their caring, patient nature, they’d also be a strong choice for remote onboarding new starters.

remote worker personality types


Who they are: ENFJ’s are another group of natural leaders. However, unlike their ENTP colleagues, this cadre is driven more by intuition and feelings than logic and rationality. If they’re managers, they’re the inspirational type: extremely driven but also extremely empathetic to the needs of those around them. Both Abraham Lincoln and Barack Obama are classic ENFJs.

How to work with them: People-focused diplomats, this group tends to forget their own needs in favor of the greater good, and that can sometimes be detrimental. Not just in terms of burnout, but also when completing their own tasks. However, with this group, the positives vastly outweigh any negatives.

It’s always a good idea to have Protagonists lead group discussions, even if they’re not in a leadership role because they excel at it. They should be your go-to Zoom meeting host. At the heart of any situation involving discussion, consensus, and the bringing together of people and ideas.

remote team personality types


Who they are: ENTJ’s are logical planners who love breaking down boundaries and identifying solutions. They value knowledge and have little patience with inefficiency. Above all, they are about goal-setting, structure, and organization. They are generally charismatic and confident and can motivate others behind a common goal.

How to work with them: This type naturally likes big pictures and big decisions, and that can create problems when working from home. They don’t always see the finer details when implementing plans. In a remote working environment, that puts them at greater risk of pushing through decisions without properly taking in the views of others. To truly excel, ENTJs need to remember the necessary balance between directing and consulting.

This article originally appeared on Atlassian’s blog and is reprinted with permission.

remote worker personality types

Our coaching assessments toolkit

Situational Strengths ~  Intelligence Strengths Test

remote team personality types

Remote Teams Personality Differences

Hybrid working is becoming part of the new normal. Hence we have developed our wfh personas based upon individual personality differences. We have also developed a digital leader assessment based upon our remote leadership model 2021.

Remote Worker Personality Differences

Are introverts better suited to wfh?

Some research findings suggest extroverts may dislike remote work more than introverted personalities.

Extroverts can gain energy from team interaction. Whereas, introverts may find video calls chiefly due to being firstly, the camera’s sole focus. Secondly,having to speak-up more frequently in group chats.

Personality differences are apparent in the introverts’ typical preference for reducing outside stimulation. Whereas, the extravert’s need for social connection and other people’s energy used to make the buzz of a busy office an ideal working environment.

In a hybrid working set-up, this has been replaced by Zoom drinks, sharing playlists and exercising together via a Strava club. Or even by offering a ‘brainstorm hour’ for more sociable staff to bounce ideas off each other.

Certainly if managers made this compulsory for introverts then the whole idea of restorative niches falls down. Where possible getting away from Zoom will reduce the Zoom fatigue which can affect both introverts and extroverts alike.

In summary, a balance of introversion and extroversion qualities may be a productivity sweet spot.

Remote working personality differences

Transitioning to wfh usually comes more easily to people who are naturally more organised and self-disciplined.

Still, few virtual teams can achieve their full productivity potential in stressful times. And that includes remote teams of highly-experienced remote-workers.

Certain personalities adapt better to the new world of remote work than others. Whereas,other personalities have to make more effort than others.

Remote worker personality differences

How to tackle wfh procrastination

Those who have a lower frustration tolerance are much more likely to procrastinate. Unless you turn off your broadband, or close all your browser windows, there will always be plenty of online distractions. Each of us is only ever a few seconds away from buying, listening or researching something new and exciting!

Typically, remote workers with higher frustration tolerances have more conscientious personalities. Still if that doesn’t sound like you – don’t be disheartened if some of your colleagues are adapting more easily than you. Each will have their own wfh challenges.

We recommend that less conscientious remote workers learn to tame their impulsive nature. It is possible to raise your frustration tolerance in this way. To train yourself not to get distracted as soon there is a challenging task to do next. An uncomfortable call. Or even a team meeting involving someone you don’t like.

Remote working personality differences

Create work boundaries

The most productive remote workers set boundaries and delineate work from leisure. Such domain specificity helps to calibrate behaviour.

  • For instance, you handle tasks a certain way in your office; the same goes for when you get back home.
  • These approaches are likely different, since you take on different role identities in each separate environment.
  • But when work and personal matters are occurring in the same space, there are no cues for you to behave the way you do at work while you are outside your physical office.
  • They’re better at what are called micro-transitions between tasks and environments.
  • What matters is getting in the habit of practicing creating those hard lines.
  • You must set another boundary the moment you get back to work for a specific amount of time, or tackle a specific task uninterrupted.

Remote worker personality differences

How to stay productive when wfh

Weaker cues and lower accountability may make procrastination more likely at home. Whereas, office environments have stronger contextual expectations. Hence, it’s easier to dismiss unpleasant tasks. When there’s a task on your plate you don’t want to dive into.

For example: dress codes and common commuting ‘patterns’. Hence, similar arrival times, a cultural ‘working late’ cut-off times – and even ‘cultual norms for’ non-work time (informal catch-ups on pet projects, chatting, getting the coffees in,socialising after work etc).

Maintaining your energy levels

The way in which people derive their energy could be a factor in remote productivity.

Remote worker personality differences

  • Highly social, extroverted people may have a more difficult time working from home without all the office’s socialising
  • Those who rely on their social environment to enjoy their jobs, stave off monotony and keep up motivation may find themselves disadvantaged, he adds.

The Big 5’s Openness personality differences

High Openness: Individuals who are high in Openness seek out innovation and change. They’re the ones who will find inspiration from the switch to remote work. They will be curious about new procedures and wonder about outcomes. Seek their feedback. The changed perspective of switching to a distributed workforce can inspire them to generate ideas and enjoy what is essentially a mental refresh.

Low Openness: Folks who are low in Openness are having a harder time this month. They prefer the tried-and-tested, so there’s value in maintaining workday routines. If you have an all-hands staff meeting every Friday morning at 10:00, hold the same meeting remotely at the same time. A lack of physical proximity doesn’t mean that workers should slip into communication isolation. Methods to set a virtual meeting should be easy and widely understood, as should the ability to solicit feedback or ask a question.

The Big 5’s Conscientiousness personality differences

High Conscientiousness: Individuals who are high in Conscientiousness keep up with deadlines, pride themselves on producing error-free work, and have high expectations of themselves and others. When left behind closed doors, these High C workers will continue to self-police. Be aware that a downside of high Conscientiousness is perfectionism. When unobserved, these members of your team are prone to obsessing over details. They may need more short-term deadlines than usual to keep them moving along.

Low Conscientiousness: Meanwhile, these employees may be discovering that no one quite knows if they’re starting work later than usual or have lost focus. You can’t maintain eyes on everyone all the time, and you shouldn’t try to do so. Encourage regular dialogue on a messaging platform, and consider having more frequent but shorter meetings distributed across the workday. But don’t forget to treat people like grownups — try worrying less these days about butts in seats and more about getting the work done. Some thinkers do well working at odd hours and in unconventional ways. Let that flow happen.

The Big 5’s Extraversion personality differences

High Extraversion: These people tend to be high in energy, and they like the stimulation of a shared workplace. Consider allowing low-risk personnel to work in pairs if they wish. Suggest that your team members vary where they set up their workspace to provide some variety, including backyards and balconies. Spontaneous one-on-ones and team meetings should continue via your preferred platform. Allow time for a bit of small talk after everyone dials in. It’s the social connections and water-cooler talk that have gone missing, and many are likely craving those old familiar connections.

Low Extraversion: Some joke that the age of global pandemics means that the shy and reclusive people of the world are winning. All jokes aside, people who are lower in Extraversion tend to be more risk-averse, so the current global state may be producing stress in these individuals. While you can’t claim to predict the future in a world of unknowns, you can help bring stability to the workforce. Communicate daily plans. Send your team “How’s it going?” messages. And consider reminding workers of the value of self-care.

The Big 5’s Agreeableness personality trait differences

High Agreeableness: Being high in Agreeableness means that one is plugged into other people and motivated to help, guide, and support others. In uncertain times, those team members will be concerned about colleagues and the community. Advise these employees to limit the news they consume during the workday, lest their own mental health take a series of hits. Appreciate the value of comic relief, and think about team spirit. Encourage your workforce to post lighthearted content if they wish. When lives are disrupted, everyone can use a laugh.

Low Agreeableness: Remote communication can be misinterpreted more easily than face-to-face exchanges. Humorous intent can be hard to discern from written text, even with the benefit of emojis. People can start and stop communication on online platforms, unlike in-person discussion. Individuals who are low in Agreeableness are less inclined to give others the benefit of the doubt and may be prone to disagreements. Video chat formats can help. Daily team meetings, even just for everyone to check in, may help bring concerns to light.

The Big 5’s Emotional Stability personality trait differences

High Emotional Stability: People who are high in Emotional Stability are well suited to dealing with bad news. Their own moods remain fairly steady and they don’t shut down when the going gets tough. This is an asset when you need folks to be the “calm in the storm.” They are a good match for providing reassuring communication to others. While others might repeat “I’m so stressed,” these are the employees apt to say “It’s going to be alright.”.

Low Emotional Stability: People who are lower here are more reactive. Do what you can to clear out some extra space for their wellness. An unexpected office shutdown is not the time to deliver employee feedback, for example, or push deadlines forward. Delay introducing staff to a new challenge, like taking on an added role or implementing a new policy. Keep it steady, and use ongoing communication to reassure your workers as much as you can.

Remote working personality differences

Remote Jobs Guide

Lifestyle vlogger

  • Create on-demand or livestreamed video content focused on their day-to-day life.
  • Earning money from partnerships and ad revenues. 

Events coordinator

  • With more events going online due to the pandemic, so too are their organizers.
  • Managing, planning and executing events
  • Earn up to £60,000. 

Shoutcaster ­

  • Approx 500 people shoutcasters commentate on esports matches.
  • Earn from contracts and direct donations. 

Channel editor

  • Content creators contract people to create / edit video content for their online channel(s).
  • Platforms such as Twitch, Mixer, Facebook and YouTube. 

Digital asset creator

  • Creating digital assets for virtual worlds.
  • Approx 40,000 people.
  • Earning money through direct sales / commissions. 

Virtual Jobs from home

Indie game developer

  • Approx 40,000 people developing games for independent digital distribution.
  • Especially those crowdfunded on platforms (Kickstarter, Patreon). 


  • Playing a video games onTwitch.
  • Earn from platform partnerships, viewer subscriptions, ads etc. 

Virtual Jobs from home

Content manager

  • Curating, managing and organizing online content.
  • For a community, organization, website or platform . 

Community manager

  • Approx 400,000 community managers.
  • Building / managing brand’s online communities.
  • Such as responding to users on Twitter (on their brand’s behalf). 

Skin designer

  • Designers of “skins” creates graphics / audio to changing character appearances
  • Upto £50K earnings per skin.


Virtual Jobs from home

Builds video game modifications, incl. questlines, maps, characters and skins. 


  • Collecting items in-game, then selling these to other players.
  • For example useful and/or rare money items, weapons, clothes, and furniture etc.

Esports player

  • Approx. 100,000 income-earning esports players worldwide.
  • Collect tournament winnings and sponsorships.
  • Upto $3 million annual income possible. 

Social Media Influencer ­

  • Approx. 800,000 globally
  • The more highly paid virtual roles.
  • Create content and build a personal brand around their own lifestyle.
  • Earnings are from their partnerships with brands, who use them to market products or services. 

Esports coach

  • Often retired professional players.
  • Earning up to £100,000 a year.
  • Advise and organize team training sessions – for a cut of any prize money. 

Esports partnership manager ­

  • Approx 800 esports partnership managers.
  • Manage sponsorships and brand partnerships.
  • Sell sponsorship deals and secure brand partnerships for events, teams and leagues. 

Virtual Jobs from home

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