Wie unterstützen Sie das Wohlbefinden und das Engagement von Remote-Teammitgliedern?

- 📢 Establish clear expectations, goals, and feedback mechanisms for remote team members. This ensures everyone is aligned and knows what's expected. - 🗣️ Communicate regularly and consistently through various channels like email, phone, video calls, chat, and project management tools. - 🤝 Check in often with remote colleagues to monitor progress, address concerns, and show interest and appreciation. - 🌐 Use virtual team-building activities to foster connection and engagement among remote team members. - 💬 Encourage open and honest communication, making sure everyone feels heard and valued. - 🌟 Recognize and celebrate achievements to boost morale and motivation.

Supporting the well-being and engagement of remote team members involves a mix of practical strategies and empathetic leadership. Regular check-ins to gauge their workload and mental state, fostering open communication channels, encouraging work-life balance by respecting boundaries, providing opportunities for social interactions through virtual team building activities, recognizing and celebrating achievements publicly, offering flexibility in work hours where possible, and promoting self-care practices are key. Additionally, investing in tools and resources for efficient remote collaboration and providing access to mental health support services can significantly contribute to their well-being and engagement.

From my experience, 2 major factors that come into play when working remotely: 1) Verbal and non verbal cues tend to be filtered so messages are sometimes not as clear as they are when we are face to face. 2) Employees feel a sense of isolation at times because the casual conversations that we have at the office are sometimes non existent or rare. The solutions lies in more regular interactions and at times, even having "well being" conversations with the team. Reinforcing the ideas that someone "has your back" and team members feeling like they are a part of the big picture is always helpful as well.

Communication is a large part. Regular check-ins. Encouraging the team to collaborate with each other. Taking the time to slow down and listen. Always reminding them to turn it off. It’s so easy to work late into the evening.

Developing shared norms and values is essential for remote teams to align and collaborate effectively. Together, define team expectations, working hours, response times, and preferred communication methods. Encourage open discussions about work-life balance, personal challenges, and support mechanisms. Encourage team members to understand and respect each other's diverse backgrounds, perspectives, and working styles. Foster a culture where everyone feels safe to express their opinions and concerns without fear of judgment. By embracing empathy and inclusion, remote teams can leverage their diverse strengths and perspectives to drive innovation and creativity.

Trust is a byproduct of leadership that incorporates high levels of emotional intelligence. For the most part, people mirror what they see. When they see a leader who is authentic, communicates effectively, has empathy for team members and operates from a perspective of compassion, they tend to emulate this. Teams where emotional intelligence is fostered creates an environment of safety and trust.

Remote teams require more leaders to more intentionally create opportunities for colleagues to engage with each other - not only transactionally around work and deliverables but also providing opportunities to learn about each other as people. Incorporating more personal starts to weekly meetings, encouraging a buddy system and having regular 1:1's is key. Discussing and agreeing on shared team habits, expectations and values can be valuable for team building and for ensuring expectations of all team members are aligned on expectations. Encouraging and inviting equal share of voice in remote meetings is also key in ensuring that the inputs of quieter colleagues are valued and leveraged.

I agree to do the autonomy and flexibility. I still do want to know if they ate offline for a significant period as I do the same. I encourage going for a walk, taking time in the middle of the day. As long as the work gets done. At times you go from meeting to meeting to project in the virtual world. Without taking that tome to just breathe.

In my experience, one of the challenges of being in a remote role is the inability to switch off. Since you work from your home and always have your work device with you, it's hard to detach and separate work and life. Leading by example and demonstrating the principles around maintaining a healthy work-life balance are key is what I've found.

Well-being is fostered when individuals have access to various programs and services. What do the resources look like in your organization? Are there internal AND external measures available to them? Often teams are reluctant to seek support from internal Coaches or Counselors because they fear retaliation or breech of confidence. To ensure that team members can access the full scope of resources that they might need, it is important to include independent measures of support to your employee assistance initiative.

Day-to-day contributions may be less obvious in remote teams. Creating mechanisms to regularly share successes and lessons learnt not only recognises performance but also builds team engagement and motivation. Ensure team members feel recognised both for what they achieve and for their unique talents, experience, perspectives and ideas. Ensuring colleague feel that they and their contributions are seen and valued is key.

Concerning support for the well-being and engagement of team members, as a Program Manager and Researcher who has led remote teams, I have observed that personal check-ins during virtual meetings are essential. Balancing tasks and relationships is so important, and we truly discovered this during COVID when ways of work were disrupted and many of us were thrust into a virtual 2D space. Asking how team members are and what matters to them as well as celebrating small wins can make the difference. For more information, I encourage you to read "Being Present in a Virtual World: Improving the Effectiveness of Virtual Teams" in OD Review Vol 53, Issue 2 (2021) which I published with my co-author, Dr. Todd Matthews.