There’s an industry conference that some of us attend twice per year. The East Coast show is in New York City, which is expensive to bring a large team to, but the West Coast show is in Las Vegas and we rent an entire house and bring a good portion of the team together. We meet some of our team members at events, but we don’t have annual meetups yet. We meet in person every three or four months, except for during our busy holiday shopping season. With this system, the team at Buffer should see their colleagues at least twice a year, and if they live in a bigger city , it might be much more frequent.
That just means you need to get more intentional and clear with your feedback sessions, so they leave your team members feeling reassured and able to take action to do the best job they can. The feedback sandwich can be used during video call conversations as well as to provide feedback on a piece of work through email or Slack. But there is no reason for it, if you make sure you’re crystal clear in your expectations and provide room https://globalcloudteam.com/ for discussion. While providing positive feedback can happen on asynchronous tools and is generally more straightforward to articulate, giving critical feedback is a lot trickier in a remote-first environment. Remote workers don’t have the luxury of rubbernecking around the office to get a sense of how they’re doing. They’re flying solo in their home or workspace, so make it easy for them by inviting regular feedback check-ins.
Reduce the meetings that include a dozen attendees or more. Stop the “invite everyone just in case” mentality and invite only those willing to work on a specific task and use the meeting time to get something done. A good rule of thumb is that if the in-person meeting is terrible, the remote version of the same will be exponentially more so.
We rely on technology to bring our people together and harness the power of personality that is so important to our Relationship Care culture. Equally important are the meetings you host and how frequent they are. Make sure meetings serve a purpose so you don’t give your colleague Zoom burnout that prevents them from doing their best at work.
If you are at an office or shared network, you can ask the network administrator to run a scan across the network looking for misconfigured or infected devices. Build trust.Nothing else on this list can be accomplished without first building trust with your report. Getting to know them on a personal basis should be your top priority. In recent years, B2B software companies have flooded the market with …
For many projects, this will not be weekly but could be biweekly or even monthly with short work chat check-ins as each member of the team works towards the goal. If you think about what you want the end goal of all of the meetings to do be, it should help you determine both the frequency and length of the meeting itself. This will save you the effort of going about a month or so in and realizing that you did not need to be having meetings so frequently, and have actually wasted quite a bit of each other’s time.
This means that, in a remote working environment, the way you run meetings becomes crucial to the productivity and cohesion of the team. It happens that Gartner employs over 2,000 experts, the vast majority of whom have been working from home for years. And in case you’re wondering, I don’t like to work in monastic seclusion. I am a deeply collaborative worker and find it difficult to get work done unless it’s with someone else. If any people weren’t able to attend due to a scheduling or time zone conflict, send them a recording of the meeting.
And we travel to Southeast Asia to meet with team members in the Eastern Hemisphere. We encourage employees to work together in person whenever it helps make them more efficient. Usually we do it in smaller groups as it’s hard to get everyone together since we’re spread out across the globe. We all meet once a year and when we travel to locations where we have part of the team we may get together one on one or as a small group. When communicating with your employee, consider using the feedback sandwich technique, where you ‘wrap’ negative feedback with positive comments. Start off with praising your employee, deliver critical feedback, and then end by saying what you liked.
A shared agenda also gives everyone the opportunity to contribute to the conversation. In an onsite setting, louder voices dominate the conversation, which can make the thought of speaking up during the meeting seem daunting for others. For people joining a meeting remotely, it can be even more daunting to speak up against those loud voices.
If someone is confused by the summary, it’s a great opportunity to seek clarification and get it immediately. As you move through each item, be sure to make note of what was discussed and what decisions were made . Having a record of this will make it easier for all meeting participants to have “one source of truth” for the decisions you’ve made. To avoid the dreaded, “that should have been an email” meeting, make sure to take the time to define the goal or purpose of your meeting.
We mounted two of the webcams on tripods, which faced the in-room attendees so remote participants could see who was speaking. We moved the third camera around to show a close-up view of presenters, flip charts, and wall charts throughout the session as needed. The four laptops joined the two used by our two remote executives for a total of six separate Zoom “participants” in the single Zoom meeting.
Perhaps your remote meeting may require Kanban boards to illustrate project progress or even a simple Word document. Basic video conferencing platforms are perfect for smaller team meetings and can either be set up in advance or initiated on the fly. In this time of crisis, employee isolation is a real worry.
Last year, it was a big rental house in Steamboat Springs, CO. Every department is different, but for the most part, yes. For instance, everyone from the North Texas region will get together for a day, or everyone in the Los Angeles area will meet up.
Range’s icebreaker questions are free and give you and the team a host of conversation topics to try. You can also try the Range app to weave icebreaker questions and mood-sharing moments into your team’s daily work. Use Range to check in with your teammates, run great meetings, and stay in sync.
Remote video-based collaboration can be draining, so it makes sense to manage time effectively. Soft skills are even more important when interacting on video and a few moments bonding may help hold your team together. Each type of meeting requires a different approach,” Gartner states. Those workers may not have been present when it was decided that a meeting was needed, which is important context that an agenda can communicate.
QCon San Francisco Understand the emerging software trends you should pay attention to. Laura Nolan discusses why we don’t have a fire code for software; what Production Readiness Reviews can and cannot achieve in terms of reliability. We’ve also had bigger retreats for core team members to get together every so often in places like Thailand, Africa, Argentina, Brazil, etc., which are incredible and always very fun. This has been a great bonding experience and a chance to get to know each other more on a personal level.
I’d say percent of our colleagues also meet on their own each year because they like each other. The bonds we create during onsites are strong — but our meaningful connections do not come from the onsites alone. We consciously work to develop these relationships throughout the year.
But for a lot of us, we’re well into working from home and there’s no respite from the monotonous stream of online meetings. No random catch-ups in the hallway, no conversations over lunch, and certainly no happy hour. Two-thirds of the way in, you realize you haven’t contributed once — the same as the last six meetings. Someone finally says, «Ok, does everyone understand next steps?» You don’t, because you’re disengaged, and no one has made any effort to bring you in. Despite one’s best efforts, some employees may remain reluctant to engage in hybrid meetings. Ask remote employees to send over any thoughts they didn’t have a chance to express during the meeting.
You can also integrate action items with a combo of email, shared documents, and 3rd party integrations like Zapier or IFTTT… though that takes a bit more doing. For example, a remote attendee who unmutes themself or uses the hand raise function are signs facilitators need to look for that the person is trying to speak. Stories behind favorite possessions or weird artifacts are always crowd-pleasers. They can reveal exciting details about how your teammates think and view the world. The possession could be a family heirloom, an odd utensil, some impractical souvenir from a far-off land, or a mysterious pebble with a long and sordid history. Have the presenter voice why they like the object, what it means, and where it was acquired.
This can be achieved by frequent, meaningful feedback sessions that provide clear and actionable feedback for your employees. If they need to improve some aspects of their work, address it quickly so they know where they stand. Just because your team is remote does not mean you can’t cultivate a strong team culture.
For small teams, weekly one-on-one meetings may be feasible. For larger teams, you may only have the bandwidth to meet with each of your employees once a month and this may be sufficient to catch up. When Google commissioned Project Aristotle, the company hoped to find out what makes a team effective. While executives were results-focused, workers felt team culture was the most important aspect of team effectiveness. To do that means going beyond the hybrid meeting into the entire realm of workplace communication.
In addition to the main screen in the center, set up two additional large monitors — one on each side of the room — showing “life-size” panes of the remote participants for the duration of the meeting. Document agendas, meeting notes, assignments, and action items clearly and leverage visual support tools whenever you have the opportunity. It’s best to host these while projects are ongoing because they help teams refocus, innovate, and be more effective – especially in the remote environment. One flavor of the retrospective model that works especially well for remote teams focuses on a “Start, Stop, Continue” strategy at the end of project execution.
Give personalized feedback.It can be easy to forget to give feedback when you don’t see someone in person regularly, but feedback is critical to every employee’s development. Use this time to make sure your report is getting both the positive and negative feedback needed to grow. Bring your hiring teams together, boost your sourcing, automate your hiring, and evaluate candidates effectively. This ensures that your overall productivity maintains intact, even if you are working remotely.
For teams making the transition to remote work, one of the biggest challenges is communicating effectively. Meetings are often the main channel for sharing information, How to run a successful remote meeting but replicating them while remote is hard. These 5 types of meetings are especially important and worth maintaining in order for a remote team to remain effective.
These annual meetups act as a retreat to review annual priorities and goals as well as socialize and general team building. On top of these structured meetups, team members will unite at different times throughout the year. For example, our development team recently all went to ElixirConf together.