What day-to-day approach will work best?

Discuss practicalities such as which days to come into the office and why they matter. Then cover wider needs.

Your increased responsibilities as manager such as:

• Ensuring extra clarity around short-term goals, with (more) regular catch-ups.
• Providing the skills, decision-making authority and support the team member needs when working off-site.

Increased responsibilities for your team member such as:

• Asking for help when they need it (since you can’t spot this as easily).
• Flagging risk up earlier (same issue).
• Collaborating with colleagues in a more structured way, so people know how to reach each other.
• Collecting their own feedback from key stakeholders, instead of waiting for you to give it.

What impact do our values have at work?

Values have a big influence on what we each look for from our work and what motivates us. Many people have
reprioritised these recently, so it can be important to take a fresh look by:

• Re-examining what makes you and your team member tick, the top two or three personal values you each hold. Use the list overleaf to help you.
• Discussing how these values influence each of you at work.

What important boundaries are there?

A reduction in contact brings increased risks on both sides, but these can be reduced significantly by being clear-eyed
together about what’s OK and what’s not OK.

• For you as the manager, boundaries may include specific deadlines, budget limits, decision-making constraints, etc.
• For your team member, boundaries may include being able to follow their own working hours, taking time during the day for health and fitness, being able to make appropriate decisions, etc.

To close:

• Thank them for their involvement. Add that this is an ongoing conversation that can be refreshed at any time.
• Check for questions.
• Finish on a positive note.