The last three posts have been focused on overcoming challenges encountered on remote teams. Part 1 was focused on getting your virtual team aligned, Part 2 on building cohesion, and Part 3 on creating disciplined team processes.
Today's post is focused on remote team leadership.
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...
I recently wrote a post about the importance of understanding your team's purpose. After all, purpose drives everything. It drives what's on the team's "agenda" and what's not (I am using the term "agenda" more broadly than meeting agenda. I am referring to the specific areas the team should be focused on).
An important step in clarifying team purpose is to first understand the "type" of team you need (and want).