You have a remote team and want to keep them motivated. What’s the best way to do it?

1. Have a regular cadence for communication and, in most cases, keep the cameras on. Leaders should be on time, focused when on calls, and not distracted by emails and other tasks. 2. When teams are struggling, leadership consider opportunities to build the team dynamic and trust. This may mean utilizing work hours for virtual team building events or coordinating in person events when possible. 3. Leaders should avoid micromanaging as well as be sure to praise in public and criticize in private, even in virtual environments.

Remote work requires upping your communication game. Lead by example. Turn your video on when others don't (I failed here). Open the conversation to go beyond the day-to-day work and what is needed right now with a project. Relationships require this to flourish.

Communicating clearly and frequently is a good way to start. If you want to communicate impressively, be aware that the same style and way of communicating does not suit everyone. For example, with help of tests that map different typologies, you can get more information about the most effective way of communicating that each individual prefers. Or you can ask the people themselves!

To keep a remote team motivated, blend clear communication and regular virtual check-ins with monthly in-person meetups. Recognize achievements to show appreciation. Offer flexible hours for work-life balance, and encourage growth through training opportunities. Build a supportive culture, provide the right tools, and adapt to feedback. Crucially, once or twice a month, gather the team at a cafe or restaurant. This bonding over drinks fosters a deeper connection, making everyone feel truly involved, especially vital for teams without a physical office. These gatherings are more than social events; they're essential for building a sense of belonging and team unity, keeping employees close and invested in the company's vision.

Keeping a remote team motivated requires a combination of effective & open communication, team building, and support. Here are the key skills that need to be emphasized: 1. Setting S.M.A.R.T Goals & Expectations 2. Clear Communication 3. Recognition and Appreciation 4. Team Building Activities, including social time. 5. Professional Development 6. Flexible Work Schedule 7. Continuous feedback and improvement 8. Support Health & Well-being Key to motivation is understanding your team members' individual needs and preferences, align the goals with them.

Remote collaboration thrives on the right mix of technology and human interaction. Encouraging team members to engage in regular video calls and virtual team-building activities can simulate the camaraderie of in-person work environments. Additionally, setting clear goals and celebrating milestones collectively, even in a virtual space, can foster a sense of unity and shared purpose among remote teams.

Remote work can create silos, but so can all those people sitting in their cubicles that talk to each other less frequently. Nonetheless, if you are remote you will eventually be under the eye of others who aren't. Their default will be you aren't present so you need to account for this. As a leader, you should encourage your team to be in person at some cadence. You should also be traveling back to corporate or an office more regularly than they are to meet face-to-face with other leadership.

Implementing cross-departmental objectives has significantly improved organizational performance and teamwork. This approach leads to a more cohesive and dynamic work environment, with several key benefits: - Cohesive Work Environment: leading to better team dynamics. - Innovative Solutions: Diverse skills and perspectives drive creativity and effective problem-solving. - Strategic Alignment: Aligns departmental activities with overarching company goals. - Improved Communication: Increases understanding and information exchange across departments. - Stronger Company Culture: Broadens employee viewpoints, reinforcing organizational culture. - Enhanced Problem-Solving: Fosters teamwork, leading to improved problem-solving skills.

Sur vos outils de communication de groupe, en tant que Manager laisser vos collaborateurs répondre aux questions des autres sans intervenir. Enfin, si, juste en posant un like ou un merci à celui qui a aidé. Ainsi vous valorisez les comportements collaboratifs.

I highly recommend introducing retrospectives in a 2 to 4 week routine (if your team uses the Scrum framework, this is already part of the game). Even in a non-agile environment, it can be helpful for team development to have a recurring appointment to talk about how it feels to be part of the team, what kind of conflicts are lurking or just to laugh together over an energizer. If there is no role in your team for facilitating such appointments, assign it to a team member, perhaps with some kind of rotation of that particular role. It is not always a good choice for the team leader to take on this role, as this could also be part of a problem or conflict.

First of all, if you are the team leader or their people leader, know their aspirations and their strengths. The more you are able to align their work to their strengths, more engagement will happen. Remember, people find their 'flow' when they are working on their strengths. You can provide guidance and development by - 1. It has to be personalized. You need to start with where they are currently in their skill set. 2. Pick 1 or 2 key skills needed to be developed to do their work exceptionally well 3. Support with resources and capacity for them to build on those skills 4. Recognize and give feedback regularly.

To enhance learning and development opportunities for your remote team, consider implementing a reimbursement program for external training that can bolster their skill sets relevant to their roles. This initiative empowers team members to seek out courses, workshops, or certifications that align with their career growth within the organization. A leadership training program is valuable for both current and aspiring leaders within your remote team. This program should encompass not only leadership skills but also the importance of recognizing and supporting colleagues as leaders and teammates. It should teach effective feedback techniques, creating a culture of constructive feedback exchange that fosters professional growth and teamwork.

One size does not fit all, whether it's about communication or development. Don't assume, ask. Double check accessibility aspects. Be sure to update your awareness of your team members' motivation, desire and need to learn more and develop. Remember also that the peer-learning methods and tools are effective!

Virtual staff meetings should be opportunities for all members to contribute, not a place where one talks and everyone else listens. Also, celebrate remote employees as often as you show appreciation for in office employees. If you offer lunch to office employees periodically, then send gift cards to remote employees to have lunch somewhere near their home. Or send a "goodie box" periodically to remind them that they are valued and NOT forgotten!

1. Personaliza??o: Identificar necessidades individuais de aprendizado. 2. Cursos e Treinamentos Online: Oferecer acesso a recursos educacionais. 3. Desafios e Projetos Significativos: Proporcionar tarefas que incentivem o desenvolvimento de novas habilidades. 4. Feedback Construtivo: Fornecer avalia??es detalhadas para orientar melhorias. 5. Eventos Virtuais de Networking: Promover intera??es virtuais para compartilhamento de conhecimento. 6. Certifica??es e Reconhecimento: Reconhecer conquistas e oferecer certifica??es. 7. Investimento em Desenvolvimento Profissional: Demonstrar compromisso organizacional em investir no crescimento de cada membro da equipe remota.

No one enjoys micromanaging - well maybe the “micromanager” ?? Reinforce trust and respect through autonomy. Treat professionals as such and remind them that you believe they are absolutely capable of excelling at the task/project and look forward to celebrating their wins with them. Empower them to make decisions to foster trust and strengthen their self-belief. Strong leaders know that by stepping back you allow others to grow. Show them you trust and respect your team through your actions not just your words.

Encouraging the creation and internal distribution of individual “work styles and preferences manuals” among your team members fosters their empowerment and activates their autonomy. This lets professionals proactively explain how best to work with them. What are their core strengths? Is their preferred communication style more of a “director” (detail-oriented, why) or more of a “producer” (key bullet points, what)? What are their preferred communication methods in order of importance/urgency? What are some tips to connect/collaborate with them? When the entire team understands how to communicate and cooperate in ways that best align with a teammate, they can accomplish greater speed/quality together with minimal supervision/intervention.

I loved working remotely most because of the autonomy. I never found it hard to empower individuals remotely and encourage them. Starting with this stance gives individuals the opportunity to fail as if they would in an office. And similarly, hold them accountable for their results. The main difference is you may need to justify your team and yourself more than a manager in the office.

Para mantener motivado a mi equipo remoto, priorizo una comunicación clara y regular mediante herramientas en línea. Establezco metas claras y alcanzables, reconociendo y apreciando los logros individuales y de equipo. Fomento la autonomía, brindo herramientas y recursos necesarios, y ofrezco flexibilidad en los horarios de trabajo. Organizo actividades sociales virtuales para promover la interacción y fortalecer los lazos del equipo. Además, proporciono oportunidades de desarrollo profesional, promuevo el bienestar y realizo encuestas para evaluar la satisfacción del equipo. Adaptabilidad y atención a las necesidades individuales son clave para mantener una motivación constante y fortalecer la productividad del equipo remoto.

La confiance est essentiel de la part de l'employeur pour permettre a ses employés de travailler à distance. Les employés ne doivent pas se sentir surveillé quand à leur travail. Ils doivent sentir une flexibilité par rapport à la fa?on qu'ils choisissent de travailler.

Les employés étant parfois isolés peuvent avoir la perception que leurs efforts ne servent à rien en travaillant à distance. Le fait de ne pas avoir de retroactions spontannée, ils peuvent ne pas se sentir reconnu. L'employeur doit démontrer clairement et régulièrement de la reconnaissance envers eux.

Not in all cultures, giving and expressing gratitude does come naturally. It can be practiced, both as a provider and as a receiver. At its best, attention from a team leader (in the right situations, not micromanaging) can feel like praise and appreciation. (And at worst, stalking and micromanaging.)

Considero essa quest?o muito importante, principalmente, como forma de reconhecer boas entregas no trabalho, atividades executadas com primor e que servem de exemplo para toda a equipe, bem como, para incentivar o funcionário que se dedicou a continuar com essa prática. Na modalidade de trabalho remota, esse reconhecimento pode parecer desafiador, mas o líder/gestor que mantém o olhar atento com a sua equipe é capaz de identificar os esfor?os, reconhecer de forma individual e compartilhar com toda a equipe. Afinal, bons exemplos devem ser compartilhados!

An essential part that I sometimes wonder if I did enough in several leadership roles. And my conclusion is that you can probably never do enough here. Take an opportunity to recognize achievements. Milestones and anniversaries are important, too. And, of course, you must appreciate all the small things, too.

Toujours donner des feedbacks et reconna?tre les réussites de chaque employé. Surtout à distance. Et les récompenses, notamment financières, sont de super moyen d'engagement et de motivation.

There is a time and place to work late and on the weekends. And it's definitely not all the time. I am so happy that this has become a more normalized talk track and thing. A decade ago, I felt like an outcast encouraging my team to do such. While there is more talk about it, there are still problems with it actually being leveraged. Leaders must practice what you preach. You can't take vacation and be working all the time. And of course you can't expect they do that either. I would suggest that you evaluate how each employee takes their time off. And their email habits after hours. Coach and push a little on the need to balance. Call out when they respond to emails on vacation and cut it off right at the beginning of their time off.

Ne pas fliquer, c'est le mot qui résume tout. Placer un objectif, responsabiliser et donner les moyens nécessaires afin que la personne puisse atteindre ces objectifs. A éviter absolument de compter les heures où la personne travaille.

Define Well-being Areas: Identify key factors affecting team well-being, like workload, work-life balance, mental health, and office environment. Create Targeted Surveys: Develop surveys focusing on these well-being areas. Ensure questions are clear and relevant. Ensure Anonymity: Maintain anonymity to encourage honest feedback, essential for accurate insights. Analyze Feedback: Thoroughly analyze survey results to identify critical areas needing attention. Develop Well-being Programs: Based on feedback, create specific programs like stress management workshops, flexible schedules, or health initiatives. Consistent Evaluation: Regularly re-assess well-being through follow-up surveys to measure the effectiveness of implemented programs.

é fundamental que o líder acompanhe de perto o clima da sua equipe, se mostre disponível para escutar seus liderados e se dedique a manter o bem-estar dentro de uma rotina que muitas vezes é estressante e complexa. Manter a aten??o em rela??o a hora extra da equipe, incentivar a compensa??o de horas através de folgas, a prática de alguma atividade física, demonstrar flexibilidade em rela??o aos horários de trabalho e principalmente, fortalecer o espírito de equipe entre todos, refor?ando a uni?o do time e cultivando o equilíbrio no ambiente de trabalho.

Quand le contrat stipule que l'employé fini à 17h, laissez-le finir à 17h. Mieux, encouragez le à finir à 17h. Et celui qui dit "tu as pris ton après midi?", virez le ??

I always make sure to engage with each and every person on a personal level at the start of each team meeting. How are they doing, how was the weekend, what did they do, etc. This enables the whole team to connect with each other as people, not just colleagues. Some may not want to share, and that's ok, but over time, stronger bonds form.

I have worked with remote teams, small satellite offices and remote individuals. My best advice: bring the together. Physically. Make the (time) investment to connect and spend some quality time. I always got most out of my teams when I did this - failed when I didn't.

Sources of motivation can be unique to individuals. Putting an effort to get to know the team members on their communication style, preference, strengths can help to know what exactly motivates the team at an individual level. It could be challenging assignments, more opportunities to interact with people or analytical work etc. Developing trust with the team members to communicate openly can help motivation to achieve common goals. Team building activities can be conducted virtually or in-person as well. The activities can be around igniting creativity, innovation, getting to know each other better or working collaboratively. Ideas can be found online or engaging a vendor that specializes in team building activities in organizations.

As a team leader, you should try to have a 1:1 meeting with each member of your team at least once a month, the shorter the repetition, the better. Even with different time zones, you should give the impression that it's a great meeting, even if it's not in real life. Don't try to turn this into a performance review or anything else, it's a way to make your employees feel less remote.