Vous avez du mal à gérer une équipe à distance. Comment pouvez-vous maintenir l’engagement et la productivité de tout le monde ?

Imagine launching Project A with a discussion on the project where the team discusses their ideas and agrees to a loosely documented direction. With the final parting words the manager utters: "I'm counting on you to do what you do best." Sounds empowering, right? Well, not quite. A few weeks, and we have: Bob is coding in Python, while Sarah thought we were using NodeJS. Why? Because "do what you do best" meant different things across different teams especially when they are remote. The deliverable? A patchwork quilt that's more 'abstract art' than 'tech marvel.' If the team identifies a roadmap with goals, roles, deadlines, the works, they have now created a treasure map where X marks the spot.

In one of my jobs as Finance team lead I opportunity I had to manage the team remotely. My span in this job was an extreme success because I always made sure that tasks were explained to the core, and what I was expecting from each team member was always clear. I always firm on each member meeting deadlines after we had all agreed on them and always ensured that the quality of work was top notch. I always made sure that even the mode of communication of was always clear. To manage a remote team properly I think that communication and collaboration is very important in order to build trust.

Define responsibilities and expectations for your team members. Establish goals and ensure roles are understood. Communicating and listening to everyone on the team promotes the greatest synergy, and value is attained. Motivate team members, and provide them with a reason to continue growing, a sense of self-worth. This keeps everyone engaged and on the same page, fostering effective/efficient remote working habits.

You'll need to engage and interact with your team regularly. Schedule Video Chats with the group at least twice a week, if not more. Celebrate their wins in public. Make time for one-on-one video calls with individual team members to discover their concerns and pain points while providing constructive feedback on improving. Since these interactions are limited, hear out your team members. Remember that this is one opportunity for them to express their concerns and thoughts, so be patient and let them speak. Note the key points and follow up to see them through. Since individual video calls may not be possible often, you may text them intermittently after video calling. Provide input, inspiration, and support as much as possible.

En el terreno del trabajo remoto, establecer expectativas claras es como trazar un mapa detallado. Cada objetivo y responsabilidad se convierten en puntos de referencia que guían al equipo. Comunicar estándares es más que transmitir instrucciones; es proporcionar coordenadas para la calidad y la colaboración que señalan el camino hacia el éxito. En este espacio virtual, la claridad no solo es necesaria, sino la herramienta esencial que dirige a un equipo cohesionado hacia el logro remoto.

I have been a leader of remote teams for a decade now, since before it was cool :) The key to success is maintaining a dialogue between the team members using instant messaging or similar. This informal communication provides an analogue for the 'water cooler' interactions, although it cannot replace them entirely. Encourage a culture of light-hearted chat, not only business talk. You need to create a space for individuals within the team to be people, to have human to human interactions. Collaboration tools have evolved massively since I began leading teams and these are a vital tool to use to maintain engagement and cohesion. The greatest tool to drive productivity and engagement though, is time -Be generous with it.

When I start working with teams, I provide a 'user manual' of my own that explains how I like to communicate, schedule, communication quirks, skills and a bit of personal info. It works as an example for the team agreement conversation where they choose the tools. A team agreement is where teams agree on what tools will be used for communication internally/externally, how we use certain tools for quick or async vs. in-depth information sharing, how to work through conflict and feedback, meeting structure/frequency, etc. The team coming together to build an agreement on how to work together builds trust, understanding, and buy-in. It's a wonderful way to start with new teams, restart teams that need alignment, or as teams evolve.

Embracing the appropriate tools is indeed vital for remote work efficiency. The selection of a platform or tools that align well with your team's dynamics can significantly boost productivity and ensure smooth collaboration. Opting for an integrated system that allows for seamless communication and project tracking is a wise decision. What's more, investing in training ensures that each team member can utilize these tools to their full potential, safeguarding the team's workflow and data security. Solid tool use reinforces the infrastructure of remote teamwork.

En el contexto del trabajo remoto en un sanatorio, seleccionar herramientas adecuadas es crucial. Por ejemplo, una plataforma de gestión de equipos con funciones como chat, videoconferencia y gestión de tareas sería esencial. Proporcionar capacitación específica para el personal del sanatorio garantizaría que utilicen estas herramientas eficientemente para una comunicación efectiva y coordinación en el entorno remoto.

Es esencial elegir herramientas que se alineen con las necesidades y flujos de trabajo del equipo. Una plataforma integral que incluya chat, videoconferencia, gestión de tareas y reportes puede ser clave. Proporcionar capacitación asegura un uso efectivo y seguro de estas herramientas, fomentando la colaboración.

Es fundamental un día a la semana tener una reunión presencial con el equipo. Y también en nuestro caso, fue útil fijar días fijos de home office para ordenar y balancear la presencialidad física con la remota

En mi experiencia, trabajar de forma remota implica enfrentar desafíos de estructura y ritmo. Para superar esto, establezco controles diarios, reuniones semanales y revisiones mensuales para mantener la cohesión del equipo. Animo a cada miembro a crear sus propias rutinas y límites, facilitando el equilibrio entre la vida laboral y personal, incluso cuando lidiamos con zonas horarias y distracciones diversas.

Establecer un ritmo regular es esencial. Implementa controles diarios, reuniones semanales y revisiones mensuales para mantener la comunicación efectiva. Anima a tu equipo a establecer rutinas y límites personales que equilibren vida laboral y personal. Con la coordinación adecuada, incluso con diferentes zonas horarias.

La organización del tiempo debe ser un factor intrínseco a la hora de trabajar con equipos remotos. En estos casos las reuniones virtuales deben ser regulares pero efectivas. Deben entenderse desde una perspectiva distinta a las reuniones presenciales por lo que han de ejecutarse con mayor precisión en cuanto a los objetivos y ritmo de trabajo.

The best way to induce rhythmic culture is to plan and deliver regular sessions where teams connect apart from work. It could be a sport league, a team building exercises, a weekly challenge where teams can express themselves, do and share things they love and receive the same.

Some really fun things I've done in the past were build games within the existing project management tools - like a kanban board for 'dream travel locations', 'favorite movie', 'pet peeve'. It really opened up the team interaction. I built a virtual board game for a leader who said he needed to delegate more, so I came up with a points system for certain tasks/responsibilities, goals around how many points to achieve and prizes based on how many points scored - like a whole afternoon to ride his bike, or a 'free pass' to go be with his young child. It him see a way to move forward at a pace with some things he struggled with, and how we could help him move the needle to delegate and enjoy his family, hobbies, and 'off time' more.

La confianza y colaboración entre equipos remotos se define por los resultados que pueden entregar. Cuando hay buena relación y confianza, el trabajo y actividades fluyen de una manera más orgánica porque el compromiso es real y no es visto como una obligación.

Building trust and rapport is indeed the glue that holds remote teams together. Transparency sets the stage for trust, while being honest and supportive shows that you're invested in your team's success as well as their well-being. Furthermore, social interactions play a crucial role in developing rapport—they transform colleagues into teammates and, often, into friends. Little things like virtual coffee breaks and icebreaker activities can have a big impact on team cohesion, creating a comfortable and engaging atmosphere that promotes open communication and genuine connections. These seemingly simple acts can be incredibly effective for nurturing a positive and tight-knit remote work culture.

La confianza es lo que marcará el éxito o fracaso de un equipo; es la base. Se genera confianza comunicando y muy especialmente escuchando. El equipo tiene que confiar en que junto puede conseguir lo que se le pida tiene que creer en si mismo y eso es lo que debe conseguir un buen líder, que el equipo confíe en el equipo, el lidere es uno más. Si conseguimos generar esa confianza es más fácil resolver cualquier problema que surja.

Because the pace of work and team dynamics might make remote team members feel unappreciated or unheard, a consistent approach with each team member is critical to keeping them engaged. Demonstrate that you notice and respect their results, as well as the labour and effort that went into them. Words of praise are never swept away by the wind in a high-performing team.

Regular shout outs in meetings, emails of wins to the wider organisation, and lunch&learn sessions to share learnings are all ways to recognise achievements remotely.

En ocasiones, el ritmo de trabajo y la dinámica hacen que los miembros de equipos remotos puedan sentirse poco valorados o escuchados por lo que tener un acercamiento continuo con cada miembro del equipo es clave para mantenerlos motivados. Mostrar que ves y valoras sus resultados y estás consciente del trabajo y esfuerzo que hay detrás de ellos. Las palabras de reconocimiento en un equipo de alto desempeño, nunca se las lleva el viento.

Absolutely, recognition and reward are essential in nurturing a supportive and motivating remote work environment. Regular, specific feedback acknowledges the hard work that team members put in, often in isolation. Celebrating successes and milestones can have a profound impact on morale and foster a sense of shared achievement. Moreover, incentives and perks serve as tangible expressions of appreciation, which can boost motivation and loyalty. Importantly, also being open to feedback from the team shows respect and values their input, creating a two-way street of appreciation that further enhances the sense of community and mutual respect within the team.

In my opinion effectively managing a remote team involves clear communication, goal alignment, empowering autonomy, virtual team-building, flexible work hours, skill development opportunities, technology enablement, regular feedback, wellness initiatives, and crisis management planning. By fostering engagement and addressing individual needs, teams can stay motivated and productive, contributing to overall organizational success.

Encourage learning and growth Finally, you should encourage your team to learn and grow from their remote work experience. You should provide them with opportunities and resources to develop their skills, knowledge, and abilities. You should also challenge them with new and interesting projects, assignments, or roles. You should also support their personal and professional goals and aspirations. By doing this, you can help your team stay motivated, engaged, and productive.

Growth is one of the best ways to maintain engagement and to provide enrichment. However in my experience team members prioritise everything else over themselves, feeling guilty for spending time on them and not ‘the business’. To overcome this as leaders we must normalise the investment in self. Encourage team members to set aside time from their schedules. In my case 2 hours per week which can be moved but never cancelled. Then you need to provide learning opportunities through self-paced online courses or MOOCs to structured training. Budget for remote instructor led classes or utilise internal training capabilities. Don’t just focus on the job either, help team members to grow as people, personal growth is equally important.

Harvard Professor Tsedal Neeley suggests the following: - Increase the frequency of informal and formal contact between team members; - Learn about each other's context; <- I like this one a lot! - Preserve team members autonomy; - Embrace flexibility.

Maintain regular communication through virtual meetings and messaging platforms to foster a sense of connection. Clearly define expectations and goals, ensuring each team member understands their role. Encourage collaboration and provide tools for efficient remote work. Recognize and celebrate achievements to boost morale. Offer support and flexibility to accommodate individual needs. Regular check-ins for feedback can help address concerns and ensure everyone feels valued.