In Part 1 of this series, we discussed some of the challenges of working on remote teams and ideas for getting your remote team aligned. But, to truly be effective, your remote team has to find a way to build cohesion. After all, only when people are working together on the right things can we gain efficiencies.
Working on teams where some or all team members are remote is becoming the norm rather than the exception. And frankly, having remote team members adds complexity that often times accelerates and amplifies communication breakdowns.
One of the fastest ways to get a new team member "up to speed" is to make the process intentional.
In many companies, HR plays a key role in "onboarding" new employees. But more must be done at the team level (from senior leadership teams to functional teams) to help new team members get acclimated to the culture and its unwritten rules (that aren't documented in employee handbooks), and to truly understand roles and accountabilities (that aren't usually accurately captured in a position description).
When teams formally spend time orienting new team members it...
One of the challenges that senior leadership teams face is what I call an "interesting duality."
On on hand, a senior leader is often responsible for a functional unit or team within an organization. On the other hand, they are asked to be on a team with other leaders - usually headed by a Director, VP, or CEO.
I had an interesting hut trip experience this past weekend. A group of friends and I skied into a very difficult hut near Vail Pass. The 7 mile approach took over 9 hours, as we endured steep and technical terrain to get to our destination at 11,200 feet above sea level. On Sunday, the area was socked in with almost a foot of fresh snow. With the winds picking up and the snow continuing, we made a decision to take a longer but less technical route back to the trail head.
It had been almost three weeks since their last one-on-one, but having returned from India and with Angela's sudden departure, Steve was anxious to get the process started again. He reflected on how easy it was for pressing matters to get in the way of focusing on important things like coaching his people.
Ben was rushed and a bit frustrated that he had to attend this one on one. Especially today, it seemed there were so many deadlines waiting on his attention.