¿Qué haces si tu equipo remoto tiene dificultades para mantenerse motivado y comprometido?

For a thriving remote team, I'd prioritize clear communication, achievable goals, and regular feedback. Virtual team-building, recognition programs, and professional development fuel motivation. Flexible work schedules and a supportive culture create a happy and engaged team, driving success.

When I notice my remote team losing motivation and engagement, I prioritize reconnecting them with our shared goals and each other's successes. For context, imagine we're working on a software project, and progress has been sluggish. I'd organize a virtual meet-up where everyone shares something they've accomplished recently, no matter how small. This not only highlights individual contributions but also reminds us of the collective impact we're making. Additionally, I'd introduce more flexible working hours or fun team-building activities to break the monotony. I find that showing genuine interest in their well-being and offering support for their challenges can really reinvigorate the team's spirit and drive.

When determining root cause for human behavior, always rule out instead of in. Rule out segmentation (cliques), team engagement in side chats, feelings of exclusion, resentments from a previous circumstance. Its necessary, to determine whether there is a disconnect from all, between all, from one, or only with specific teammates. This will further reveal whether to drive team centricsm, outlier management, or self reflection for the leader. I often recommend blind survey results be shared publically. Feedback cannot be provided effectively by those who are unable to receive it. Transparency, though difficult, will still build trust when it's also objective.

Working development (high-level) into a meeting agenda once per month will reduce unnecessary time spent in 1:1s, allows leaders to reallocate their 1:1 time and customize 1:1 time more efficiently. Teammates are empowered to encourage and celebrate a nonessential work task and can even reveal new resources or new reasons to put time on eachothers calendar. Consistently executed, objective transparency can aid in the building of trust. In this example, the trust becomes teamcentric, and for a nonessential task, reducing underlying tension.

If possible, bring the team together in-person for a few business days. To make the time and financial investment meaningful for each person, engage the team in building the agenda for the in-person meeting. Include in the agenda joint goals and problem-solving, which tend to create opportunities for organic collaboration. Also, include a human skills or leadership development activity that encourages vulnerability in a safe container.

This works right in to Step 2 of Kotter’s 8 step change management plan, Flo. Great contribution. Inclusion is one of a people manager’s greatest tools. Your suggestions provide great elements for inclusion, inspiration, challenge, motivation, and team building.

I believe it’s more deeper than this. Fostering connection in remote work transcends more than just organizing regular virtual team-building activities. It starts internally by creating a safe and healthy work environment. This includes clear communication channels, regular check-ins, and fostering a culture of trust and respect among team members. Externally, it involves ensuring that team members feel connected to the broader organization and its mission. This can be achieved through regular updates on company goals, opportunities for feedback, and recognizing individual and team achievements. However, the key to fostering connection in remote teams is consistency. It’s not a day’s work, it’s must be an everyday experience.

One thing I've learned is that relation = connection. We are more likely to relate when we know how we relate, which isnt always known amongst remote teams. The TV show 100 Humans facilitates this wonderfully! The end is comradery in knowing we are all humans, different, and also similar. The probability of engagement (aka connection) for essential work tasks increases when we engage because we know how we relate, personally.

The most important factor that goes unmentioned in rewards and recognition, in my experience, is CONSISTENCY. As leaders, when we fail to be consistent with rewards, our rewards will consistently fail (to be as impactful as possible). The cost of inconsistency in rewards is loss of inclusion because someone, likely someone who dug in and worked hard, was not recognized like the others, thus they were excluded. Disenchantment from such a miss can and does negate willingness/the desire to engage. #ouch

If we fail to evaluate accountability through checks and balances from the top down, we risk loss of autonomy and duplicative promotion of micromanagers within siloed groups. Where there is effective accountability, autonomy will be celebrated. Proactive acknowledgement or some amount of agreeable reception for impactful constructive feedback are evident of healthy accountability and autonomous environments. When ineffective accountability is tolerated, we will find not only loss in autonomy but the perpetual promotion of carbon copy micromanager duplicates. There must be checks and balances both to confirm leadership provision of and employee reception to feedback if we want to facilitate and encourage true autonomy.

Firstly talk to each team member and ask them how they are feeling and what would help with engagement. Agree to check-in's and touch base more both formally and informally. If logistics allows bring everyone together. If not do a teams/skype group session involving everyone. Make it interactive with everyone contributing. Listen to their individual needs and support each request where possible - chances are they will be looking for similar - weekly and daily check-ins with you and colleague. Buddy up team members too which can be helpful. Both face to face a a team IM can help with good catch ups and some fun banter.