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we remain a team.
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Telecommuting with its challenges of communication and
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isolation highlights the importance of collaboration.
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Some companies have adopted or recommend
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new systems in order to prevent telecommuting
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from altering group dynamics and mutual support.
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Some have even created the position of director of virtual communication.
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Let us explore how to facilitate remote cooperation by
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instituting virtual rituals,
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establishing a dynamic of continuous improvement to collaboration,
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and boosting the cohesion of virtual or hybrid teams.
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The implementation of virtual rituals has helped many
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teams cope with forced telecommuting during the pandemic.
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The manager could not be the sole intermediary for each telecommuter.
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Group dynamics had to be maintained.
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Here are a few tested examples a team meeting every Monday to
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discuss general matters and review each
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person's activities using stand-up meeting questions,
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Each team member takes turns to speak and explain 1,
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what they have done since the last stand-up meeting.
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what they are going to do between now and the next stand up meeting and 3,
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the difficulties they encountered.
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Using a visual support is a plus.
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Create a mind map or a table with at least 3 columns to do,
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Each column should contain the following information tasks to be done,
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Staff members should answer the three questions and
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update their information on the three columns.
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Another idea that has been experimented
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a video operative on Friday evening where everyone gives a
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quick feedback on their progress and celebrate their small successes,
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an opportunity to express gratitude.
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Within Group Palmer's HR department,
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employees have set up a 5 to 10 minutes exchange time called the Chronicle
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during daily and quick informal moments with
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the aim of discussing non-professional subjects.
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It is a virtual alternative to the traditional office coffee break.
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This new ritual revealed previously
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unrecognized personality traits and talents.
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Employees at Zapier meet for a virtual coffee break with
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the aim of holding discussions on non-work related topics.
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They also share their favorite music on Slack.
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Two rituals have been set up
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the virtual early morning coffee break which each employee is free to join.
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This is to ensure that everyone is doing well and to create a dynamic for sharing.
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The time to sign off in the evening,
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an opportunity to discuss business related topics,
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give and receive feedback,
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and ensure that everyone logs off after this
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closing meeting for a good work-life balance.
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I recommend that these rituals be performed at least
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every 2 days if your entire team is telecommuting.
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They can be reduced to once or twice a
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week when only part of the team is telecommuting.
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these rituals must be structured and framed
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to allow for exchanges between all participants and to bear fruit.
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It is necessary to prepare the questions,
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the timing of the sessions,
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and to ensure that the agenda is respected.
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I recommend alternating the moderation each member of the
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team takes turns preparing and facilitating these virtual meetings.
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Give them some leeway in the facilitation of these
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meetings and encourage them to dare to be creative.
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Now let's talk about the continuous
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improvement of collaboration in dispersed teams.
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We know that remote meetings and workshops are
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more difficult to facilitate than on-site meetings.
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Studies show that there is less attention and concentration,
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a decrease in the quality of information and the fluidity of information flow,
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and less active participation.
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is why super prepared meetings and focus facilitation are so important.
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We offer a video on the subject.
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You can also propose once a month,
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as some teams do,
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a meeting with no agenda
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so that everyone feels free to express themselves or ask questions.
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I recommend alternating the facilitation of meetings between employees.
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Assuming the role of facilitator will encourage them to
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take responsibility and understand the stakes of remote meetings.
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Having tested the difficulty of facilitating a virtual meeting,
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I promise you they will become more active and disciplined participants.
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The continuous improvement of collaboration in the virtual team
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requires training in active listening and other communication tools for
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the entire team and not just the manager or the telecommuter
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learning to question.
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learning to pick up weak signals,
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compensate for the loss of information and human warmth due to distance,
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loss of three of our five senses with more attention and empathy.
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All of this can be learned.
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Last point for the continuous improvement of collaboration,
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feedback and experience based feedback.
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Organized feedback on best practices,
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telecommuting best practices,
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what worked best for me.
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Best practices for work groups,
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what made us successful.
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Best practices on meeting facilitation,
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how to optimize the use of Zoom application when using small group rooms.
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This feedback can also be done by bringing together two different teams.
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Following the example of the Musketeers group,
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organize a periodic team meeting
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during which employees can freely express what they have experienced
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or requests for help and support from their colleagues or hierarchy.
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Encourage disclosure of reasons for job satisfaction,
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dissatisfaction.
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As remote managers no longer have direct visual
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information on the emotional state of their employees,
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it is better to set up a system
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where those who feel the need to declare their dissatisfaction
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can do so via a digital application
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so that the company can be informed and take targeted action.
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Encourage mutual feedback and 360 degrees in teams so that everyone,
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managers and employees at the same level
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can better understand the expectations of their peers.
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Regular feedback and experience-based feedback are two keys
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to continuously improve cooperation in remote teams.
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boost team cohesion.
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One of the unfortunate consequences of full telecommuting has
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been the loss of trust and team cohesion,
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less interaction,
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less sense of belonging.
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To ensure that remote teams stay together or that
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you do not lose the telecommuter in your team,
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make sure you build trust and team cohesion.
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The more we know someone,
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the more we trust them.
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The more we trust them,
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the better we collaborate.
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make sure that everyone knows each other better and has more reasons to interact.
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Set up times for sharing during each team meeting
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when everyone shares a little bit about themselves.
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Ask each person for the day's weather forecast to find
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out their state of mind and energy for the day.
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Lead icebreakers with unusual questions.
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who was your childhood hero and why?
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Have everyone talk about their dreams and plans.
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Ask each employee in turn to present his or her
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activity with a pea kucha 7 minutes and 20 slides.
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Set up a shared diary with birthdays,
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dates of joining the job,
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children's birth dates,
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dates of return from vacations.
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Celebrate each other's successes together.
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The feeling of being important
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and existing in the eyes of the other is essential,
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especially when remote work isolates us.
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When you receive all these signs of recognition,
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My boss colleague understands me and is interested in me,
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so I can open up to them about problems and dare to give feedback.
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You will see many fruits.
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The dynamics of collaboration and even teamwork will
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grow without you even having to stimulate it.
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boosting the cohesion within a remote team
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means ensuring the integration of telecommuters.
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Do not forget them.
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If they only work remotely 1 or 2 days a week,
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do not forget them for the 1 or 2 days they are away
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with the intention of recovering lost communications when they return.
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When you have a face to face conversation or meeting and the subject concerns Sam,
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be sure to add him to the discussion.
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Sam is concerned with the subject.
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We should loop him in.
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I'll call him right away to see if he's available.
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Here is another example of telecommuters' integration that I was told.
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The team went out to a restaurant to celebrate the success of a project.
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Those telecommuting were told not to work during
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this time and offered an equivalent celebration amount.
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Should you have telecommunicators abroad,
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make sure that it is not always the
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same telecommuters making sacrifices regarding their time zone.
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From time to time,
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adapt team meeting times to their time zones.
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For meetings held at hours when the telecommuter could not be available,
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take turns distributing meeting reports so that the
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telecommuter gets to know the entire team,
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even those with whom he or she does not normally share files.
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You can set up monthly pairs between a telecommuter and an on-site worker.
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The manager should not be the only point of contact and information relay.
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increase the number of telecommuters working in pairs.
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This is the best way for them
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to always have a foot in the team
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and for each member of the team not to forget or judge them out of sight,
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Last but not least,
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a final piece of advice to promote team cohesion.
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Have regular in-person get-togethers with everyone at least once a year,
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and do not spare the budget to make it a
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special and memorable moment that will create a strong bond.
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Whether you call this moment a retreat,
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make it a time of leisure,
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and a time for sharing and reflection.
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There is no better way to boost confidence and team
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