It’s a kind of magic: Working effectively in remote teams
Our work situation has shifted in recent years. More and more of us are working in teams that are distributed across different locations, countries and sometimes even continents. It is not enough to learn to use online tools to communicate and collaborate with our team mates. Our teams now work across geographies, time zones, organizational boundaries, and disciplinary and cultural gaps.
Finding agreements, giving feedback, or simply discussing some work challenge, which used to be about the contents, can now become really complicated discussions ending in misunderstandings or even conflict. This new situation requires us to unlearn habits that had once served us well and adopt new cooperation processes.
Our interactive webinar series will look at different challenges of remote teams and each webinar gives concrete tips how to improve collaboration, engagement and performance within your team. The webinars are free and each will have space for only 30 participants.
Topics include intercultural communication, virtual presentations, trust, conflicts, and many more.
Check out out webinar page to find out about the next webinar: http://webinars.radical-inclusion.com.
Two high tech companies have been in the news these last weeks: Amazon for leadership practices that some of us thought long gone, and, on the other side of the spectrum, Netflix, which just announced unlimited parental leave for its employees.
The discussion about the impact of technology on our professional and private lives include a vast array of topics: whistleblowers and NSA scandals, work-life balance, company HR policies, social norms and practices, and many other topics.
Also, the discussion is typically divided into black – white, good – evil: Those seeing and talking mainly about the risks, and those emphasising the potential. That is not surprising, because, after all, it is about technology and that – as every tool or means – can be used for good or bad.
In the end it is about the trade-offs we are willing to make. Are we informed enough to be able to weigh pros and cons, to make informed choices? Do we even know what we are trading in when we use online tools and data services?
This digest presents a few articles that show some of the trade-offs and look at a few of the issues connected to technological change and the transformation it has brought about in our societies. Continue reading “How technology changes work and employment”
Im Post “Social is out” habe ich den derzeitigen Implementierungsstand der Social Business Aktivitäten in Organisationen zusammengefasst. Es zeigt sich, dass es in Unternehmen und anderen Organisation inzwischen eine Reihe von Aktivitäten mit sicher unterschiedlichen Entwicklungsstand gibt. Die Praxis hat also definitiv begonnen. So das Fazit. In den Organisationen, die die Projekte erfolgreich umgesetzt haben, zeigen sich dabei einige Gemeinsamkeiten: Continue reading “Social Business: Das Team ist der Star(t)!”
Da geht es schon los: Welchen Begriff wählt man für das, um das es hier geht? Das generischste, was mir dazu einfällt ist, ist eine Beschreibung:“Kommunikation mit Hilfe des Internets”. Aber das verkauft sich natürlich nicht. Je nach Entwicklungsstand des Themas (Web 2/3/4.0), nach Zielgruppe für die Tools (Enterprise 2.0, Social Media), nach Aspekt, der betont werden soll (Social Enterprise, Arbeitsplatz der Zukunft, Digital Enterprise) haben wir es mit ganz unterschiedlichen Bezeichnungen zu tun. Continue reading “Social is out – Business is in: Stand der Diskussion um das „Social Business“”
Many problems with virtual meetings arise from technical difficulties relating to internet connection, and audio and video quality. The most common problems can be solved! Continue reading “How to overcome technical difficulties for better virtual meetings”
Real time meetings are touch points for team members: they raise attention levels and focus energy. When I know that I have a meeting next Wednesday and that the team has agreed on some deliverables, this is usually something that has a considerable binding force.
Nevertheless, in the virtual environment, the meeting organizer should always consider alternatives to meetings. By the way: this holds true for face-to-face meetings as well. Very often, we just call in a meeting because that is what we are used to, but at the same time we complain about too many meetings, right? The virtual toolbox allows for many more alternatives in asynchronous work processes. We should not consider a meeting to be an automatic requirement. Virtual collaboration also means chatting, collaboration on a document in a wiki, working on an online mind map together, and the like. These new collaborative options are only possible when using virtual tools. This is a huge and often unexploited potential area for virtual work. Continue reading “Why not cancel your next virtual meeting?”
The last 10 years have seen the rise of social online tools. It has become very easy to connect and stay connected over large distances and across time. We have found our high school buddies again and are given the means to stay in touch with them and everyone we meet. Criticism about the depth of these social connections aside, social online tools have radically reduced the cost and effort to connect and communicate with others.
In the same period the structure of most companies has changed quite dramatically, too. From relatively simple but slow and often bureaucratic hierarchical organizations many have evolved to become highly complex matrix organizations who organize around international project teams. Distributed work has become the norm rather than the exception.
Yet, only marketing departments and agencies have fully embraced social online tools and much of the rest of the enterprise world has, somewhat jealously, watched from the sidelines. Continue reading “Remote Team Success: The 3 Areas To Invest In”