My latest article for Remote Report explores performance management of hybrid teams.

Just because you can measure it, doesn’t mean you should.

Our approach to measuring performance needs two fundamental adjustments.

First, leaders need to be able to measure performance based on outcomes and not hours spent at a desk.

Most of our employees are knowledge workers. They are not making widgets, allowing performance to be measured by how many widgets are produced in an hour.

The second adjustment is the removal of proximity bias.

When setting objectives, you should create a level playing field upon which every team member’s performance can be assessed fairly.