Here's how you can foster strong professional relationships with remote team members.

When hiring a new virtual teammate, take some time to find out about their family, their interests, their goals, the past etc. As you move forward working together, periodically check in on those items to keep a warm professional relationship. Example - "How is your son's soccer team doing?"

Promover reuni?es onde o assunto n?o seja só trabalho é uma das principais formas de gerar relacionamentos fortes e consistentes pois s?o momentos onde se conhece mais das particularidades dos membros da equipe, assuntos como família, esportes e hobbies s?o ótimos para se criar vínculos e se descobrir até mesmo afinidades que ajudar?o no fortalecimento das conex?es. Ouvir também é importante, por isso deve-se conversar com os membros se as reuni?es de café fazem sentido para eles e perguntar o que pode ser melhorado, a inten??o é criar um ambiente onde a saúde mental e o relacionamento da equipe sejam valorizados através de um modelo onde mesmo com correrias a prazos se tenha tempo para uma boa conversa em grupo.

I agree with virtual, transparent communication however, an additional item for creating a TEAM no matter how slight the opportunity might be is to literally meet the person face to face to learn about their personal behaviours. Nothing helps more than the availability to observe real body language. We can all agree on strategic concepts via virtual discussions but once each person is off the “call”……this is where the challenges begin because our self expectations kick in and we revert back to what we have learned in the past and this could mean two completely different approaches to the same goal creating havoc which then appears like conflict.

Once again, I agree with this concept however, the technical age of computers has to be taken into account. Transparency and collaborative communication is great but you must be prepared to set boundaries if behavioural communication does not line up. If a person is not willing to extend his / her own understanding there are only so many training sessions that can be provided to a person and that person has to buy into the new concept. If the person keeps missing the mark then you must be prepared to part ways no matter what.

You can see by now that I am playing the devil’s advocate to these articles. Shared strategic goals are so very important but like politics and religion there are multiple ways to achieve the same end result and not all are equal via the power triangle resulting in different attributes. The question I believe you must ask is what is the ultimate desired outcome you are trying to achieve. If one person does not line up with the desired outcome then it is imperative to part ways otherwise that single behaviour can construed as cancerous by others.

O alinhamento de objetivos compartilhas partem da premissa de se ter os membros da equipe na mesma vis?o e miss?o da equipe, parece simples, mas quando bem utilizados esses principios transmitem uma for?a de engajamento enorme a equipe. O senso de pertencimento e o alinhamento de expectativas também podem se transformar em impulsionadores do compartilhamento de objetivos pois para que tenhamos um engajamento genuíno precisamos criar um ambiente onde todos os membros se sintam importantes e saibam que cada ideia é importante e cada pessoa é única no que faz. Quando os objetivos est?o perfeitamente alinhados a colabora??o e contribui??o fluem muito melhor e os ganhos s?o significativos permitindo a equipe alcan?ar suas metas.

Let your team members know how you like to work. For me, (1) trust is a given... you don't have to earn it, you just need to maintain it. (2) No surprises. If there's been a mistake - let me hear it from you first, ASAP. If there's a problem or delay - call it out early. (3) If you need help or have questions, just ask. Set in planned conversations regularly, to ensure there's an opportunity to speak in 'real time'. Agree in advance how you both prefer to be communicated with and facilitate that as much as possible. If you must provide progress updates in meetings, let your team members know what you need re their work progress, and how you need it delivered in advance of these meetings so there are no surprises and no chasing.

I believe in transparency and collaborative perspectives. I believe this can only be accomplished by understanding other’s personality styles. Basically, to be a leader, you must become a psychologist however, it is the individuals responsibility to understand who they are and how to adapt and to not take every bit of criticism so personally. If a person cannot learn to adapt via respectful feedback then both the company & employee must accept to part ways.

O feedback é uma das principais ferramentas para se obter um ambiente produtivo, motivador e de crescimento. Se bem utilizado é claro o alinhamento de rotas e expectativas é fundamento para que a equipe tenha uma vis?o bem definida de onde esta e de onde quer chegar. Algumas tecnicas e pondera??es s?o importantíssimas para se ter um feedback respeitoso e proveitoso, onde podemos citar: Seja empático, se realmente quer ser assertivo na conversa coloque-se no lugar do outro; Foque em solu??es e constru??o de alternativas e caminhos; Pratique a escuta ativa e esteja aberto a assimilar outros pontos de vista; Seja especifico, o feedback precisa ser direcionado e nunca generalista. Por ultimo, essa ferramenta deve ter um cronograma bem definido.

100% agree in this concept and the only way to understand how to gain the interest of the employee is to show interest in their potential. The employee must also be willing to move forward and possibly outside of their own boxed perspective. Boundaries and end dates must be set and if they are not reached then acceptance towards accountability must be applied.