Challenges of Communication in Remote Working: An Interview with Adina Krausz
Can you give me a brief introduction to Toledo InnoSource and how the team structured?
We help create value for our clients’ portfolio companies and clients connected to our family office. All our teams work very closely together in groups consisting of both senior and junior members.
How has the pandemic affected the work structure of Toledo InnoSource?
Before the pandemic, I wouldn’t have considered implementing remote work at Toledo InnoSource. But because of the pandemic, we were forced to adapt and ended up taking advantage of the scalability of remote working. As people were working in the office pre-pandemic, we could only hire people in the region of Zurich whereas now, we have employees that are based in the Italian and French-speaking regions of Switzerland and even in Germany. We still offer the possibility to go to the office, but many people prefer a hybrid setting. For me, a hybrid setting is also an advantage. I have days in the office with face-to-face meetings and other days where I work from home. Our team members all have the discipline necessary to work from home if they wish to do so.
Do you think there is an intergenerational conflict regarding remote work?
When it comes to the technical aspects like Zoom, I do think that some older generations can face initial difficulties, but it has never been a challenge for me personally. I have a strong work ethic and am very self-motivated. Therefore, my efficiency increases when working remotely.
A partner at a top law firm once phrased it like this: “My good team members got better, the intermediate ones had more challenges and the performance of those that need a closer leadership weakened”. You do need to be a self-starter. Some people need to be told what to do. It has nothing to do with age. It’s all about the personality of the person and their skills of working without getting distracted.
Following the COVID-19 pandemic, there has been increasing talks about hybrid work (i.e., division of work on & offline). Do you see Toledo InnoSource moving in this direction?
Yes, a hybrid work model is definitely a model we are now offering.
What are some of the daily challenges you face working remotely at Toledo InnoSource?
Rather than technical difficulties or time management problems, I think that the most challenging part of remote work is managing the people. Employees must develop self-motivation in order to rapidly and dynamically keep up with tasks.
I do not want to shift to a negative control option, but remote work does require more communication. You have to over-communicate, what you see and think may not be obvious to the other employees. Therefore, with remote work, more effort in communication is needed.
How do you deal with ambiguity in remote collaboration?
I try to ensure that there are no misunderstandings when assigning tasks. Again, communication is key. Everybody must communicate, and at Toledo InnoSource we really push for mutual support among colleagues, such as proactively asking for clarification if something is unclear. The response rate is also important. If people have doubts about a specific project, I try my best to give them complete and structured answers. There is a need to over-communicate to ensure that everyone is on the same page, but people must also learn to select what information is most important and to set priorities to prevent overloading.
How do you manage the sharing of information and prevent overloading?
The answer to this question is similar to my point on information sharing and overload prevention. This again has to do with the employee’s communication skills, and that they must learn to select what kind of information they need.
Can employees manage their own working hours?
Yes, but only to a certain extent. Working during the weekend is not advised unless people must catch up on things they missed during the week. Toledo InnoSource does not work on Saturdays and I usually don’t ask for work on Sunday. But our employees do have to remain flexible, because we primarily work with Israeli startups, which have a work week starting on Sunday and ending on Thursday.
How do you manage productivity at work?
Productivity is like a control system. For example, I’m on CC on every email so I see all the communication going out and can comment in real-time. It definitely is a heightened control standard.
Regarding deadlines and time management, how do you ensure employees have enough time and keep their productivity levels without overworking them?
People have skills and have to work independently. Time managing while working under different deadlines is crucial. Employees have to handle work intelligently.
How do you ensure good process in your business?
I always say that people have to prioritize business tasks. Administrative tasks and investment in research have to be done during the remaining time.
Is there a common platform where everyone shares their progress as they go along?
We communicate via emails, personal conversations, and team meetings. The whole company is also on Zoom. What I’m also currently trying to nurture is more integration and communication within the different teams through such as regular calls.
How do you manage the communication aspect of work? How do you ensure employees keep a balance between calls, outreach, and investor research?
Because I’m on CC for every email, I do have some extent of control. Research is a more faded part I do not always see, thus more communication is required. Furthermore, introverted employees tend to have less frequent communication. However, on an average, business development people are more extroverted. This company is blessed with a set of extraordinary middle managers who are really great leaders. The level of trust between us is high and they have been very proactive about communication within the teams they lead. I really appreciate initiatives like that and I love how our company culture is being shaped by our people.
During recruitment, what kind of qualities and personality traits are you looking for to ensure a person can handle remote work?
We ask people how they feel about themselves, whether they are independent and self-motivated. We ask for their own judgment.
How is the lack of contact and personal meetings handled by employees?
All employees are divided into small groups, which create strong bonds and connections. As they are obliged to communicate to do their work, they are not isolated. After that, it also depends on the character of the individual employees; they must be willing to create bonds with their colleagues. Furthermore, we regularly organize events that bring the team together. This also helps to give a sense of belonging to everyone.
How do you introduce new employees to the Toledo InnoSource work culture?
We train new hires and assign them to a senior team member. We are still working to further improve our integration process. A few days ago, we discussed video tutorials to explain the company’s general concepts to new employees. I am not in favor as I do believe personal connections remains essential. Human beings cannot be substituted with pure machine learning algorithms. Employees need to be motivated and explained to how processes work. We need to clarify aspects of the job that might not be self-explanatory. We also let the juniors learn how important it is to reply when you write to somebody and to always remain polite. They are the mirror image of the company.
How do you motivate your employees and keep up the team morale?
I try my best to explain to them how processes work and what success means. It is the role of the manager to ensure a good and safe working environment within the groups. This does not apply only in the case of remote work; it is a general obligation. Self-motivation remains a key quality regardless of the workspace.
Do you often encounter conflicts when dealing with remote work?
I think physical distance actually helps reduce conflict. There tends to be more conflicts when people are working hand in hand together because it requires greater emotional involvement.
Do you feel that the conflicts do not appear because people do not express themselves in the same way as they would be in a face-to-face conversation?
Communicating your disagreements is essential but there is manner and form to it. A CEO is not a well-being officer. I do see a difference in generation regarding these issues. When I started working, I was taught to think how I can give something to the company. The new generation sees it differently; for them, the question is more “what does the company offer me?”
Are there any rules at Toledo InnoSource to ensure good management of this and respect for everyone?
No, I have not set up any particular rules. I rely on the good faith of the employees. Everyone must have respect for others.
Do you encounter cultural issues when working with both Israeli start-ups and investors across the world?
There is a cultural difference in general between start-up mentality and corporate mentality. This is something that we need to bridge, but this is more of a work issue.
Do you personally work remotely? How do you balance your personal and professional lives?
I personally prefer the hybrid work model. In terms of managing my work life, it is a challenge. Constant connection allows you to access your emails any time, even at home or on holidays. You have to learn how to set priorities.
What kind of communication skills do you think a manager needs to have to lead remote teams successfully?
I think that a manager has to a certain extent be more extroverted. A manager must be able to communicate effectively and treat others with respect and kindness. That is what I learned first-hand. It is something that I didn’t do at the beginning, and I was just communicating as usual. I learnt that I have to overcommunicate because many things are falling into place, yet a lot of people don’t see it. It is up to managers to make sure that everyone is on the same page and to motivate the entire team.
