Here's how you can adjust your leadership style as a system architect for virtual collaboration.

Being able to work remotely and making remote work more productive with the use of the latest tech and services gives you a significant advantage. It helps you avoid the productivity loss often experienced when not working in the same room as your team. Tools like Miro, Google Docs, Meet, Notion, Jira, Slack, Figma, and many others are game-changers. Relying on the same tools used for in-person work can be a real productivity killer in a remote setting. By embracing these technologies, you can enhance collaboration, maintain productivity, and ensure seamless workflows, no matter where your team is located.

1-Parametric Evaluation of Colleagues: In the context of virtual collaboration, colleagues are evaluated using a fully parametric approach. Various aspects of a task are parameterized, and evaluations are conducted relative to these parameters. 2-Maintaining Team Motivation: A significant challenge lies in sustaining high team motivation. To address this, consider incorporating all facets of goals and achieving them within specified timeframes. 3-Effective Group Interactions: Foster constructive group interactions through regular feedback sessions, mutual communication, feedback loops, goal-setting, and more. Prioritizing interpersonal principles over task completion and quality has been successful for our team so far.

When embracing remote working for a whole (or most of) team, we also need to embrace different teamwork. The goal is the same, the team is the same, maybe even the working hours are the same, but when we add working remotely, a new set of communication, management, performance measurement, mindset, trust, and discipline is necessary to everyone involved. I believe that the pros are bigger than cons, but discarding the cons and look only at the pros will bring a lot of difficulties. It may take a few interactions to adjust. But once the team is onboard, the benefits are crystal clear for everyone. Start with management and communication. The rest you follow.

Liderança remota: domine a arte de conduzir times à distância! Metas claras e responsabilidades definidas! Comunicação em alta velocidade: canais abertos e atualização constante! ️ Transparência total: seja honesto e direto com seu time! Trabalho em equipe em primeiro lugar: colaboração e apoio mútuo são essenciais! #somostodosumtime Reconheça o trabalho duro e as conquistas! Liderança remota de sucesso: é possível, sim! #liderançaremotal #trabalhoemcasa #equipesucesso #metasclaras #comunicaçãoeficiente #colaboração #reconhecimento

Setting clear, achievable goals is essential in remote leadership for several reasons: 1. Direction and Focus 2. Motivation 3. Accountability 4. Efficiency 5. Transparency As a system architect, you're not just managing technology but also leading people. By setting clear goals and using virtual tools effectively, you create a structured and supportive remote work environment that can drive your team to success.

Learning how to define your goals is critical for your main task as an architect "making decisions" and to create roadmaps / visions. This is also true for yourself. Check with yourself how your T-Profile should look like. Identifity areas that you want to learn for fun and areas that you need to learn due to business requirements. Find your "sweet spot" for fun at work and a good life balance with a succesful career. I always enjoyed Active Directory & Windows Server and now combined it with Security / Dataprivacy to help with initial discussions for new cloud projects and work on assessments. What is your sweat spot / T-Profile goal?

Maintaining an open line of communication in virtual collaboration is critical for several key reasons: 1. Trust Building 2. Timely Problem-Solving 3. Innovation 4. Team Cohesion As a system architect, your role involves not just technical oversight but also fostering a collaborative environment where communication is the cornerstone of remote teamwork. This approach ensures that everyone is aligned and moving forward together.

Idea sharing, comment and critique are the life blood. While one should be open, establish a discipline such that one does not get only reactions but responses. At times reactions are key to get a feel; but most times well thought out responses, in terms of feedback or any communication, can help build much more cohesive team.

Trust is fundamental in remote teams for several compelling reasons: 1. Empowerment 2. Confidence 3. Efficiency 4. Morale 5. Innovation As a system architect, your leadership in establishing trust is crucial. It not only enhances individual performance but also strengthens the collaborative spirit necessary for a remote team's success.

I believe that in order to build trust you first need to ensure your on professional integrity, as well as treat others with respect both on the personal level and also for their professional stand and opinions.

Each of the team should know when other members are not commonly available. For me the sky should be falling to call me during Sunday church and family time. I don't mind working all day Monday though Friday and Saturday if needed but Sunday is for my family. I try to learn and know what is going on with their lives so I know when I should let them recharge and live a life worth living. I have worked with teams across the globe. Respecting their time and culture is a must. Talk to them and you both usually learn something.

It all comes with discipline at individual level and at team level. Establish the common times, and rules of the game and then just go by it. Exceptions will always be the case when it comes to those situations when "sky falls only on that weekend".

The challenge here is to avoid doing or pass the impression you're micro-managing. Know your team, calibrate the frequency and tone of the feedback sessions. Balancing less frequent formal feedback sessions with casual discussions about the results of tasks, is a great way to not wear your team off and still get the benefits. Plan ahead the full, long, feedback loop. Plan tasks together with your peers, set clear goals, take notes together. In the future, the feedback session will be clearer, obvious, straightforward, and easier in case of negative results.

Consider doing techie ice-breakers to make everyone warm up for the meeting and become engaged. Some examples are Star Trek vs Star Wars, your favorite text editor, which board games you like, etc. This is great to loosen up the virtual meeting and have each member smile while going into the serious part of the meeting.

Right Delegation is also one of key part of leadership to empower the team members, give them the feel of responsibility and time to time give them an opportunity to showcase their leadership qualities. This induces the healthy culture within the team and bring confidence in them to present their work in bigger forum.

First of all “respect working things”. The first rule of IT is: "If it works… Do not touch it!" :) Second… Try to maintain the same tools stack and the same practices across the whole organization, what allows much quicker to switch people between teams, builds organizational culture and allows to compare teams. Standardization is a very painful and dull job as everybody wants to be creative & use new tools but there is couple of magic bullets like Velocity in Scrum, which helps You to compare speed of delivery between each team. You cannot be strict doing it as often You do not compare apples to apples, but there is such a rule that efficiency of the thing improves by 10% only by the fact that the one is measured.