¿Cómo puede administrar personas de forma remota?

It’s a great way to encourage leadership to have someone from the team taking minutes of the main points reviewed in the meeting and define commitments and responsible parties. Also, have the most experienced and tenured associates lead the meeting.

One of the unique challenges I have found with managing my remote team is communication hygiene. Every team member has their own way to organize the information coming to them through various streams such as chat channels, landing pages, documents, and meetings. This can be overwhelming. This leaves room for outdated materials to be in circulation along with inefficiency in finding the source of “truth” quickly. It is good to build mechanisms from the start to control the cadence of communication, where it will be stored for the team to access, and who is the owner for keeping it current. Creating a process on how different information is disseminated will help to ensure your team will have the tools they need at the right time.

The 55/38/7 breakdown of communication is outdated, and often very misunderstood. But, as a basic form of understanding how communication can be ineffective, it works. Understanding what human beings need to understand each other, is crucial. By relying less on email and DMs, and using more options that allow you to see and hear people, plus taking any opportunity to meet in person, will break down much more of the communication barriers we face.

Collaboration, regardless of if it’s in person, or virtual, only becomes fully effective when al lol participates have had the chance to move up the communication pyramid with everyone. By solving the communication barriers presented by remote work, you’ll create an environment where collaboration can thrive.

In my experience there is a fine line to walk here. Managers, rather than leaders, have a tendency to lack trust in remote teams and so tend to over monitor their teams. Measures, such as a requirement to be continuously on camera or log every minute of the workday, may appear to assure productivity, but really they erode morale, place unnecessary stress on your teams, and foster a climate of micromanagement. If you find you cannot adequately assess your team members’ productivity without resorting to such draconian measures then it is time to reassess your performance criteria, you are likely missing fundamental KPIs or other important metrics.

Its is important to not be disruptive to the development team. When managing people remotely, its a good practice to keep the first half of the day as a No-Call Zone. As teams are most productive in the morning, it will help them stay"in-zone" and focus on the tasks at hand. Some exceptions to this may be the first connect of the day in form of a daily sync.

The leader should always convey their availability in meeting and exchanging with the team members. And keep the promise of being available. Be on time and don’t cancel the meetings unless absolutely unavoidable. This availability translates into respect for the team members and it will promote building up trust in the team. Timely feedback, recognition and concrete actions after meetings (if needed) will also add to that trust.

The biggest challenge to remote working is effective communication. I don’t mean the ability to pass information around, that’s easy! What I mean is communication that enables full understanding and trust. That’s hard enough in person, let alone remote. When you’ve managed to navigate the barriers that prevent full understanding, you’ve created a foundation that enables all other challenges to be risen to. For people to understand each other fully, they need to see and hear each other. Email and DMs pass information, but to we don’t get to see and hear the emotion/attitude. The emotion and attitude is often far more important than the information itself. Online meeting rooms help with that, but will only get you so far.