Coaching Key #1
Help them learn how to build a relationships with remote employees. 
They are not going to be able to build relationships in the casual way it often happens when they are co-located with the individual.  They don't have the opportunity to have coffee or lunch or just drop by the person's desk to chat.  So, they have to be deliberate about relationship building. 

Teach them the four Interaction Styles (In Charge, Chart-the-Course, Get-Things-Going and Behind-the-Scenes) and then help them brainstorm ways each style would be receptive to relationship building.  For example:  An "In-Charge" style would probably prefer something relatively quick and to the point, whereas a "Get-Things-Going" style might prefer more time to interact and talk about personal things.  Then encourage them to think about the individuals they need to build relationships with and help them determine how each should be approached.

Coaching Key #2
Help them learn how to empower remote employees.
One of the challenges here is the use of language.  The Interaction Styles model helps us clarify the difference between directing and informing language.  For example:  If I use informing language -- "This needs to be done." -- I may be frustrated when it doesn't get done by someone who is used to directing language and might respond -- "If you wanted me to do it why didn't you tell me to?"

As a coach, you can help the manager understand which language is her natural preference, and begin to see where that will be effective and where it may not be.  This language can be a challenge when people are co-located too, but in that environment the visual cues may help them see that the employee didn't accept the task and the manager can explain further.

Coaching Key #3
Help them learn how to measure the performance of remote employees.
Measuring performance has three key areas:  setting objectives, giving feedback and evaluating.  Like building relationships, to be successful with measuring the performance of remote employees, the manager must be deliberate about spending time in each area.

Understanding the four interaction styles again can be helpful.  On evaluating, for example, while the "Chart-the-Course" and "Behind-the-Scenes" style may want some time to digest the evaluation and then have a follow up conversation later, the "In-Charge" and "Get-Things-Going" styles are more likely to want to engage in dialogue during the evaluation conversation.

Bottom line, understanding the Interaction Styles and focusing on these three coaching areas, you can be a much more effective coach of managers leading remote employees.

© Susan K. Gerke. All Rights Reserved. Susan K. Gerke is the president of Gerke Consulting & Development.  You can visit her web site at www.susangerke.com.