Remote Work: Tips for Maintaining Engagement (Part 2)
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In Part 1, we explored how the DISC model can help leaders understand the behavioural tendencies of remote team members and tailor engagement strategies accordingly. While DISC focuses on communication and work preferences, understanding what drives each employee on a deeper, motivational level is equally crucial for maintaining long-term engagement in remote environments. In this part, we’ll explore how the 12 Driving Forces® and Emotional Intelligence (EQ) can be applied to better align remote work environments with employees’ core motivators and emotional needs.
Using the 12 Driving Forces® to Align Remote Work with Motivations
The 12 Driving Forces® model helps identify what motivates employees on a deeper level, making it easier to align remote work environments with individual motivators. Here’s how understanding an employee’s primary driving forces can enhance remote work engagement:
1. Knowledge (Intellectual vs. Instinctive):
Intellectual individuals are motivated by learning and intellectual stimulation. Remote work can be engaging for them if it offers opportunities for research, problem-solving, or professional development.
Instinctive individuals prefer practical, hands-on tasks and may struggle if remote work is too abstract or detached from immediate results. Offer them projects with clear, actionable outcomes.
2. Utility (Resourceful vs. Selfless):
Resourceful individuals are driven by efficiency and results. Ensure that their remote work allows them to focus on productivity and achieving tangible outcomes.
Selfless individuals may find motivation in work that benefits others. Engage them by assigning projects that contribute to the well-being of the team or broader community.
3. Surroundings (Harmonious vs. Objective):
Harmonious individuals are motivated by aesthetics and a balanced environment. Encourage them to create a comfortable and inspiring workspace at home to maintain their engagement.
Objective individuals value functionality and practicality. Ensure that they have the right tools and systems in place to perform their tasks efficiently.
4. Others (Altruistic vs. Intentional):
Altruistic individuals are motivated by helping others. Keep them engaged by assigning mentorship roles or community-focused initiatives.
Intentional individuals are driven by aligning their work with personal goals. Help them set clear career objectives and show how their remote work contributes to these goals.
5. Power (Commanding vs. Collaborative):
Commanding individuals thrive in leadership roles and are motivated by control and decision-making. Engage them by offering leadership opportunities or autonomy in their work.
Collaborative individuals enjoy working in teams and may struggle with the isolation of remote work. Keep them engaged by fostering teamwork and collaboration through virtual platforms.
6. Methodologies (Receptive vs. Structured):
Receptive individuals are open to change and innovation, making them well-suited to the flexibility of remote work. Encourage them to explore new tools or processes that can improve the way they work.
Structured individuals prefer clear rules and consistency. Ensure that they have structured routines and processes to follow in a remote setting, which will help them stay engaged and focused.
Applying Emotional Intelligence to Remote Team Management
Emotional Intelligence (EQ) is essential for keeping remote teams engaged and connected. Leaders with high EQ can manage their own emotions, empathise with their team members, and create a supportive virtual environment. Here’s how EQ can enhance remote team management:
1. Empathy and Understanding:
Remote work can make it harder to recognise when employees are struggling, feeling isolated, or disengaged. Leaders with high EQ can pick up on emotional cues, even in virtual interactions, and provide the support employees need. Regular check-ins and one-on-one conversations can help leaders stay connected with their team’s emotional well-being.
2. Building Trust and Psychological Safety:
In a remote environment, it’s essential to build trust and psychological safety so that employees feel comfortable sharing their thoughts and concerns. Leaders can foster trust by being transparent, listening actively, and responding with empathy. This creates a culture where employees feel valued, even from a distance.
3. Recognising and Celebrating Achievements:
Remote employees may worry that their contributions are overlooked, especially if they are not in constant contact with their managers. Leaders with high EQ understand the importance of recognition and take time to celebrate achievements, both big and small. Acknowledging successes helps keep remote employees motivated and engaged.
4. Encouraging Work-Life Balance:
Maintaining work-life balance is a significant challenge in remote work, as the boundaries between home and work can blur. Leaders who demonstrate emotional intelligence encourage employees to set clear boundaries, take breaks, and avoid burnout. By showing concern for their team’s well-being, leaders can help maintain long-term engagement.
As remote work becomes more entrenched in the modern workplace, keeping teams engaged requires a deep understanding of each team member’s behavioural style, motivations, and emotional needs. The Science of Self—through the DISC model, 12 Driving Forces®, and Emotional Intelligence—provides a comprehensive framework for maintaining connection, productivity, and motivation in remote teams. By tailoring your leadership approach to the unique needs of each employee, you can create an environment where remote workers feel valued, engaged, and empowered to deliver their best work.
Trevor O'Sullivan
General Manager. Since the early 2000s, Trevor has worked with thousands of Talent Management professionals to develop and apply assessment-based talent management solutions for selecting, developing and managing people. Trevor is an active member of the TTI Success Insights (TTISI) Global Advisory Council, contributes to TTISI product development and is a regular presenter at TTISI-R3. He is honoured to have received multiple Blue Diamond Awards and, more recently, the Bill Brooks Impact Award recognising his contributions to the TTISI global network.
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