How can you balance face-to-face communication with remote work in Agile teams?

Más allá de las herramientas, disponer de un sistema organizado, establecido y conocido de reuniones sirve para que la comunicación fluya, ya sea cara a cara o en remoto. Por ejemplo, un sistema de mejora continua basado en principios Lean promueve: - Reuniones semanales de seguimiento del plan de actividades del equipo, donde se revisan KPIs de proceso y posibles contramedidas. - Reuniones mensuales en las que se analiza la alianza del equipo, cómo se está trabajando de cara a conseguir los objetivos más estratégicos y el estado de motivación del equipo - Reuniones individuales entre el líder y el colaborador, para comentar ideas, posibles puntos de fricción en los proyectos o cualquier otro tema.

Software projects have a tech stack, and communication tools have a collaboration stack. Internal Conversations —?Help teams self-organize with a hub that uses channels and easily integrates with other tools. External Conversations —?Choose tools that help you easily route customer messages from contact forms, emails, and chatbots. Deliverable Management —?Different teams will have different needs. Listen and get input from people who use it. Frustrating tools tool can deplete morale and significantly slow productivity. Reference Material —?Pick a "source of truth" for documentation and make it everyone's responsibility to keep it up to date. Historical Reference —?Consider how to preserve your communication for external audits.

For remote teams, it's important to keep conversations organized and observable so people don't have to hunt for context. Direct messages should be used for sensitive and private conversations. For Agile teams, self-organization is key. Set guidelines to provide the overall structure required to coordinate work across the organization but give individuals and teams autonomy and flexibility to find ways that work for their specific context and needs. If team members are experiencing challenges self-organizing, a skilled facilitator to help them identify problems and co-create new solutions is often a worthy investment.

Es recomendable que estas pautas de comunicación y de trabajo en equipo se fijen o reflejen en unos estándares, de tal manera que todas las personas del equipo los conozcan y sigan de manera consciente.

Match the type of communication to the type of interaction. For status updates, an asynchronous one-to-many message is typically all that's required. When you're coordinating routine work, back-and-forth conversations in a shared channel or comment thread can be useful, too. Remember that asynchronous communications inherently have a delay. Expecting an immediate response from someone turns the exchange into a synchronous communication. When co-creating your expectations, give people time for deeper focus and meetings so they can be fully present. For urgent issues, use an escalation plan so important messages stand out and get attention. But use caution — if everything is treated as an emergency, these messages will be tuned out.

Aparte de las indicaciones de nettiqueta en redes sociales o canales internos, es positivo que el equipo sea transparente a la hora de dar feedback ante malentendidos o comentarios, ya que así se fomenta la autenticidad en la comunicación.

I wouldn't say "embrace" async communication, but "give it a chance". The reason is that what works for one team may not work for a different group of people. Set the expectations about it, state that it is an experiment, and if it doesn't work, it shouldn't be a surprise for that team. Sometimes the team needs some more maturity (clarity, accountability, ownership, etc.) in place so they can try to run async communications again.

Dise?ar una reunión perfecta en sencillo, en contraste con la dificultad que supone hacerlo en la vida real. Para conseguir que los manuales o recomendaciones de reuniones eficaces es importante que se reflexione, tras cada junta, sobre qué ha ido bien y qué se debería cambiar y, sobre todo, si el objetivo de la reunión se ha alcanzado.

In remote Agile teams, establishing a common agreement on how team members should communicate outside of scheduled meetings is crucial. This ensures that team members can quickly seek assistance from their colleagues in case of impediments. Creating a dedicated team Slack channel or maintaining a permanent video conference setup can foster ongoing communication among team members without the need to schedule meetings for every minor interaction. This helps to enhance collaboration and resolve issues more efficiently in remote Agile environments.

Algunos modos de generar buenas relaciones son: - Dar kudos o reconocimientos a las personas que demuestren un buen trabajo en equipo o que representan los valores e corporativos. - Tener conversaciones sinceras (feedback 24h) que ayuden a ser conscientes o modificar comportamientos concretos en determinadas situaciones (ya sea en la comunicación síncrona, asíncrona o en reuniones, por ejemplo).

One way to build trust among your team is to avoid putting people "on the spot" for example, if you have feedback that you would like to give sometime that comes to mind during a group meeting, consider connecting with them one-on-one. Another example, in remote environments, if the expectation is that everyone is on camera for meetings and you find that most participants have their cameras off, consider asking them to have their cameras on at the next meeting instead of asking them to leave their comfort zone immediately at that moment. Tact and empathy go a long way when building trust among your teammates.