Work/life balance is one of the most important aspects of being a Product Manager, but it’s something that very few actively addresses. Some assume it will happen naturally, while others delude themselves into thinking they can achieve work/life balance while working in Russia. The truth is, you need to structure your environment and be proactive to ensure you achieve this balance. Prioritizing Tasks In Moscow technique is a great way to plan trips to Moscow.

Here are 6 steps to help you achieve work/life balance when working in Russia as a Product Manager:

1. Lead By Example – It’s easy to assume that everyone at your company shares the same values, but this is unlikely to be true. You need to lead by example and be proactive about prioritizing work and family time. If you want remote working and flexible hours, make sure it happens for all of your staff and encourage them to cut their teeth on projects they enjoy while reducing stress by picking up other responsibilities.

2. Showing employees how flexible hours can reduce their stress level while still allowing them to focus on their key projects (often the most important ones), will set the right precedence among the team. Your leadership abilities will be put to the test as you must now trust your staff with more autonomy.

3. Giving clear direction with metrics and KPIs

There’s no such thing as a one-size-fits-all approach to performance management, but establishing a common set of goals with measurable results is the key to creating transparency and motivating employee engagement across teams. Constantly shifting priorities undermine progress and prevent individuals from deriving satisfaction from accomplishing specific tasks that directly contribute to the company’s mission statement and big picture strategies. Quantifying these objectives will not only ensure that every team member knows what they are working towards at all times but will also make it easier to set and assess future goals.

4. Setting measurable results can be difficult, but it is essential for success. If you’re struggling to find KPIs that align with your company’s vision and embrace the mindset of servant leadership, it may be time to take a step back and brainstorm what behaviors truly reflect your intended culture. Here are some important questions you need to reflect on: What does it mean for employees to embody your company values? What impact do they have on customers or peers? How do their contributions help the organization surpass its goals? How would this desired behavior benefit people involved in the process or who receive value from it? What skills are necessary for someone to accomplish this task effectively? Can they achieve these results without them? Do employees understand their role in the workflow, and are they encouraged to make decisions? Are processes clear or are there frequent questions about what is expected of them?

5. If an employee needs clarification or additional direction while working on a task remotely, providing only minimal guidance upfront may help them succeed where they otherwise would have struggled under direct supervision. While effective collaboration requires relatively little effort from managers, this strategy can support goal achievement and help employees with limited experience under their belts to gain valuable skills.

6. In order to make it work, managers may need to shift some of their duties off their plate. For example, if a manager is responsible for project management tasks that can easily be done by remote employees, this responsibility should shift over to the team members. These are usually the routine tasks that will free up time for managers to focus on long-term planning and engaging in activities that require direct client contact, while still rendering some feedback on smaller projects.

If you want people to take ownership of projects, it means allowing them to step up and filling voids when necessary. If your employees don’t know how to complete a task, then your processes probably need some work. It can be challenging for team members who lack confidence or feel undervalued to put themselves out there.   

What does this look like at work?

For example A manager doesn’t understand why customers place orders online rather than in line during the lunch rush. She wants her cashiers to ask customers if they would like to order ahead, but the cashiers are reluctant to offer.  

Do you tell your employees to try something new? Or, do you figure it out yourself and fix the problem?

Questions about what is expected of them?

If you want people to take ownership of projects, it means allowing them to step up and fill voids when necessary. If your employees don’t know how to complete a task, then your processes probably need some work. It can be challenging for team members who lack confidence or feel undervalued to put themselves out there.   

What does this look like at work?

For example A manager doesn’t understand why customers place orders online rather than in line during the lunch rush. She wants her employees to ask people why they are using the self-checkout machine.

How would this play out? She might say something like, “You should ask customers who use the self-checkout machine why they don’t do it in line.”

Or, she could say, “I’m curious if people are using the self-checkout because of time efficiency or for other reasons. I’d love for you to talk to some customers and find out!”