It is important to define the person. The individual who is at the center of the remote work. The practice of "Personal Maps", explained in Management 3.0 and that I recommend to approach, is an activity that helps to describe in a general vision of who that remote worker is. - Where are they physically located? - Who does they live with? Who are they family? - What are their hobbies? - Do they have pets? Do they like animals? - What kind of food do they have? Vegan? Vegetarian? - What are their personal goals? - What motivates and discourages them? When we describe people, we find a potential for possible connections with the team, even when they are working remotely. Knowing the "remoter" makes managers build empathy and makes them understand their absences, silences, attitudes even when they have never worked at their side.
Knowing one's own skills and those of the team means that in situations that require support, there is a clear guideline of where and from whom to ask for. High-performance teams know their general skills and the specialized skills of each team member, so they can quickly solve problems and move towards the goal. - What skills do I have? - What should I learn? - What skills are deeper? - What skills are general? A SWOT matrix could also be used.
In remote working environments it is extremely easy to lose your bearings. It is also very typical to find managers stating that their team does not meet expectations. On the other hand, team members may feel confused about their work, their results and feel unmotivated. Expectations must be set constantly and reviewing the achievement or progress is required in remote work teams. - What is our individual goal? - What will my results be measured by? - What is the team's goal in the short term? Long term? - Does the company have defined KPIs for individual, team and business work? - What are the OKRs - What do I expect from the manager? What does the manager expect from the team? - What are the values and principles that govern the work? It is important to define, establish agreements on working hours and availability.
Every company is a unique world. Every team has its own style. The behavior of a work team is different in a face-to-face office environment than in a remote environment. It is important to be clear about the culture of the work environment. - Organizational chart - Formal/informal communication - Leadership style - Communication style - Form of Salutation to Superior (Dr, Mr., Mrs.) - Company Values - Incident escalation - Delegation and empowerment - Sandbox, fail-safe environments, learning. - Standards, rules, business values - Business Rituals What is the desired behavior for remote workers?
If you want to maintain continuous improvement in processes, activities, and tasks, you must maintain a constant cycle of feedback. - How will the feedback be done? - Which tools should be used for feedback? - Daily, weekly, monthly, yearly? - Will lessons learned be documented? Where? - Are any feedback models or practices used? - Leadership style - Performance Measurement - Rewards - Retrospective
There are many technological tools on the market, some more complex than others, some free and some not. What can use in our remote work environment? What tools should we use to facilitate or improve the performance of remote work? - What software does the company use? - What software should be used? - What software is used for meetings? - What software for collaborative work? “for example, File Sharing” - How will I protect my information from security attacks? -What is the best way to keep updates on the progress of projects/tasks? (this question will certainly list tools and infrastructure) Some companies have device usage policies, BYOD´s policies and information security systems that must be addressed.
It is important to maintain health while working and in remote work environments should also be considered. - Recommendations from the employer - Recommendations from the health sector - Exercise, food, rest, meditation. - Meetings with peers - Virtual Coffees - Retreats
Working remotely involves social and personal challenges. Whether you live alone or with others, there are some agreements to be made. - Working Hours - Rest/Leisure - Meals (preparation and intake of these) - Care of older adults or children - Non-verbal and verbal communication codes - Workspaces - Working days - Use of devices