For some organizations, remote management was already a reality before the pandemic. For others, it is a recent practice and associated with the context of the health crisis. Face-to-face or remotely, the challenge remains the same: it is essential to ensure good communication and the transmission of information within the teams.

The role of the manager is therefore not fundamentally different. But when the teams are distant, he must redouble his efforts to build trust, maintain communication, listen, give feedback.

At a distance, day-to-day coordination is more complex to organize, the risks of interpretation are greater, and this operational distance can cause emotional and relational distance. So what are the levers for improvement to better manage remotely?