​This week’s Effective Virtual Conversations Tip explores the topic of building team culture. Creating a strong team culture as a remote team is of benefit in many ways. First, it helps boost a sense of identify and belonging. Many remote workers today feel isolated or disconnected. A strong team culture can be one element in helping people feel connected to others and to a bigger purpose.
Team culture consists of several elements including HOW we do things. Our team culture includes our agreements, our norms – what’s acceptable and what’s not, our values (which help with decision making, prioritizing, as well as the more visible elements of culture – the way we sign our emails, how we hold meetings, plus any other team differentiators.

In addition to boosting a sense of belonging, team culture is critical when remote team members may be part of multiple teams. For example, if I am part of a Central North America Team, as well as being part of the learning team. The learning team may have values around communication, expedience, learning and experimentation. This may translate to agreements around how fast we communicate, how we share alternative points of view, and how much autonomy we have in getting things done. A strong team culture will help us understand these elements as well.

Given that my learning team culture is distinct from the North American team culture, I can differentiate in the different relationships, meetings and tasks what’s important. In contrast, the NA team may value metrics, efficiency (different than expedience), business cases, and brevity. What is prioritized and what is expected will be different.

Culture in a remote space can be invisible unless we make a point of making it visible and tangible. It can be seen in our processes, our communication, our language and even branding. Making it as explicit as possible, and naming it is also an important part of remote team success.

What can you be doing to make your remote team or organizational culture more visible and intentional?
​
For more on culture, check out the past posts I have written on Team Culture.

Enjoy!
​Jennifer

​​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the start of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

Winter 2019 programs start this week including the Coaching Biz Growth Lab (an annual focus on coaching business development), GroupCoachingEssentials (8.75 CCEs), the Advanced Group and Team Coaching Practicum (10 CCEs) and the Virtual Facilitation Essentials program (8.5 CCEs) - geared to support you in creating more exceptional virtual conversations. Finally the Mentor Coaching Group for Winter 2020 will begin - aimed at coaches who are working towards their ACC, PCC or renewing.

It’s Friday which means that it’s time for a Flashback Friday. Today I wanted to reach back to a 2017 post on Things New Remote Teams Need. Whether you are new to remote work, or are supporting others who are, this week’s post can also serve as a good checkpoint at the start of the year to see how we are all doing in each of the areas explored.

Check out the original 2017 post here.

Here’s what I wrote:
​
In today's business context many teams are moving to a mobile, distributed or remote work force. Whether it's because the talent pool is dispersed, or commute times are pressurizing employees, remote work can be as effective or more so, when virtual teams are set up for success. Today's post explores six things new virtual teams need in order to thrive. These elements include:

1. Clarity regarding reporting relationships. Who are they to report to on what issues? When is reporting required? If matrix reporting relationships exist, what do they report to whom? What issues need to be co-reported?
2. Clarity regarding expectations regarding working – hours, approaches, breaks, how to log and share work etc.
3. The technology and ability to connect with others in the team and across the organization. Working remote can be a lonely endeavor and just as social time is important for face-to -ace teams, so is face-to-face for virtual team.
4. Regular check ins and feedback. Regular check-ins and feedback may revolve around the questions:
   1. How’s it going?
   2. What’s working? What’s not?
   3. What support do you need?
   4. What are your current priorities?
   5. What resources do you need in order to get the results you need?
5. Platforms so they can see each other and connect with their team. This could include regular virtual potlucks where the team actually connects for a meal from each of their locations. It could also include face-to-face time – quarterly or on a regular basis.
6. Clarity regarding how to flag issues - what issues to raise and when. Who should they be flagging issues to? When is the team leader available and how?

What other elements do you see as essential for new virtual teams to hit the ground running?

What’s important for your team to focus on, or take action on right now?

Have a great weekend,
Jennifer

​It’s Monday which means that we are back to the Effective Virtual Conversations tip day. It’s 126 in the series, and today’s tip is “Learn about each other”.
​
Successful teams aren’t simply CLEAR about the results they need, they are also knowledgeable about, and connected with, each other. This week’s Remote Team Tip is all about taking some time in your upcoming meetings to learn about each other.

While some teams will choose to make a strategic investment in structured team development activities throughout the year, many teams may choose to incorporate something into their weekly meetings. Either approach can work well, if it’s done consistently.

As someone who is often brought in to facilitate Team Days, I know how valued the connection piece is by other team members. Feelings of isolation and working alone are prevalent in the remote working space, and helping team members learn about WHO is WHO, and what people do, is an essential component to team development.

In the 20 Activities for Remote Teams, there are a number of structured activities you can facilitate with your team.

Some other ideas include:

• Dedicating time each team meeting to having one person’s role “in the spotlight”. They may have the floor for 5-15 minutes during a meeting to share what they do, their priorities and possibly a little bit about what’s unique about their context.
• Having team members work together in smaller pairs around team building activities or real-time team problem solving.
• Having people share what’s outside their screen or window – see chapter 7 of Effective Virtual Conversations around this.

Also check out Teams365 2097 – Remote Team Activities – for more info.

Want to learn more about how a team day could support your team’s results and relationships? Let’s talk. Email me to set up a conversation to learn more about the Team Days I facilitate (virtually of course!).

All the best, 
​Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the start of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

Winter 2019 programs start this week including the Coaching Biz Growth Lab (an annual focus on coaching business development), GroupCoachingEssentials (8.75 CCEs), the Advanced Group and Team Coaching Practicum (10 CCEs) and the Virtual Facilitation Essentials program (8.5 CCEs) - geared to support you in creating more exceptional virtual conversations. Finally the Mentor Coaching Group for Winter 2020 will begin - aimed at coaches who are working towards their ACC, PCC or renewing.

This week’s Team Building Tip gets you to consider the question “HOW do you want feedback?” As part of team days, I host for teams (virtually and in person) we usually wind up doing work around strengths or styles, helping team members understand the diverse needs and approaches on the team. From there, we usually start exploring what these differences mean in terms of communication, working style, approaches to conflict and also things that get under our skin, or triggers.

One of the areas where you may see significant differences is in the area of feedback – how we like to give it, and how we like to receive it. Feedback should be a two-way street.

This week’s Team Building Tip asks the question: “How do you want feedback?”
Options might include:

• Regular in batches or as things happen
• Focused on the big picture vs. Granular in detail
• Verbal only vs writing which you can review and then connect verbally to speak about

What are the ways you want to focus on feedback?

Feedback should also be a two-way street, and while asking the question to those we are supporting through feedback, you’ll want to consider asking “What type of feedback do you want as the receiver?”

Note that in many teams, feedback is not just between the leader and team members. There may be peer feedback cycles as well. The question how “How do you want feedback?” may be an interesting one to explore with the entire team.
​
Enjoy the conversations!
Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

This week’s Effective Virtual Conversations Tip focuses on “Embracing Your Differences”. When we work in the remote space, it’s likely that our conversations are going to take us to a place that may be more diverse and varied than if we were working face-to-face. Time zone differences, role differences, industry differences, geographic and cultural differences, provide the opportunity to learn more about the wider world, and also ourselves.
​
As someone whose career over the last three decades has spanned countries, cultures and industries (along with the face-to-face and virtual worlds), one thing that is important in creating effective virtual conversations is to “embrace your differences”.

Part of a great virtual conversation is that there is sufficient trust and connection amongst group members. Without this it’s likely that we are all going to disengage. In a virtual conversation we want to provide opportunities for individuals to both celebrate and honor the differences that exist, while also finding the common ground. While some people might think that this is a dichotomy, it really is more of a creative tension.

Practically it will involve you providing a series of different types of focus:

• A focus on self, and a focus on the group
• A focus on who I am uniquely as a group member, and a focus on what’s common with other group members

When we help group members explore these various layers, they are able to lean into the conversation with each other, creating more trust and connection.

Chapter 7 of Effective Virtual Conversations provides a variety of instructions on different types of exercises you might incorporate across your virtual calls. Most can be adapted to have a focus on these areas for exploration.

Best, 
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

This week’s Team Building Tip gets you to think about different pitfalls which might exist in your work. Proactivity and thinking through what you might do to prevent them, or recover, if you don’t prevent them, can save a lot of time and energy.

Here’s a list of some of the common pitfalls I saw this year in the work that I did with leaders and teams:

• Team Pitfalls - Disengagement, people disconnecting because they always feel that they are the ones who have to flex (i.e. being the only team member who has to call in early or late all the time), not sharing information, not collaborating because people don’t know who is who.
• Communication Pitfalls - Messages not being understood as intended, overuse of different technologies, assuming everyone had read the email.
• Leadership Pitfalls - Not being clear in terms of process, message, outcome, not co-creating expectations with the team, not investing in one-on-one time, not being consistent with messages and meetings, not providing direction/information on the big picture and strategic direction, not being clear on how people connect and not providing time for the team to meet.
• Technology Pitfalls - Not keeping things simple in the virtual space, getting thrown off by tech challenges, not running through the technology before the conversation, not taking time to prepare, trying to fit too much in and not keeping it simple.
• Meeting Pitfalls – Not having an agenda, not getting input around the agenda, not rotating facilitation of it, not following up on accountabilities, not being consistent with meeting, not being clear on purpose of meetings.

What other pitfalls have you experienced this year?

Best wishes, 
Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

Conversations are at the heart of business success in any context or industry. Whether communication is happening face-to-face, by instant message, text or email, clarity in our communication is key. Checking assumptions and looping back to ensure that our message has been received as it was intended are also critical for success.

Two types of conversations which can be important for professionals of all kinds today – leaders, individual contributors and entrepreneurs – is having conversations with a coach and a mentor. Coaching and mentoring are in fact different modalities and each brings a different focus. Sometimes, the same person can wear the hat of coach and mentor, but often they are two different relationships we enter into.

Mentors play a critical role in helping us navigate the complexities and undercurrents of an industry, an organization or a role. Mentors help us understand the nuances of an industry/organization, often by sharing their experience. Typically, more seasoned that the person being mentored, they become a go-to for questions you may not be able to take to your boss. Research over the last decade and a half has shown that similar to team effectiveness, coaching and other relationships that trust and connection are key.

You might partner with a mentor to support your development in:

• Understanding what is needed to succeed in your role
• Understanding the undercurrents and politics of an organization or industry
• Getting a better sense of one person’s career transition
• Connecting in with important people, organizations and resources related to your work
• Expanding your network

Mentors typically will bring experience in your industry or with the role you are exploring. Their stories and experience serve as a springboard for your conversations.

Coaching is a separate modality and helps individuals gain clarity and awareness around their own capabilities. A coach in today’s business context is usually there to ask questions and prompt new insights via the questions and approaches they use. Coaching conversations are underpinned by the goals a person is working on, and usually focus on expanding awareness and action towards those key goals. While a coach may “once in a while” take off their coaching hat to slip on a “mentoring” or “training” hat in terms of suggesting a reading list, the role of the coach is a neutral one. The coach is invested in your own development and goals.

You might partner with a coach to help you:

• Gain further awareness of strengths, challenges and blind spots
• Create accountability around your most important goals
• Develop clarity around goals and next steps
• Understand the mindsets, belief systems, assumptions, and patterns you are embracing
• Have a regular pause point to stop, focus and strategize on what’s important in terms of your next steps

​As you consider your goals for the next year, what are the most important conversations to be undertaking? Is now the time to find a mentor, or a coach, or both?

Curious about either coaching or mentoring? We offer training and support in both areas. Reach out and set up a conversation today. 

Enjoy your conversations,
Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

Episode 2 of the Remote Pathways Podcast is now live! Join us as we exploer the pathways of those new to working remote, as well as the pathway of virtual team leaders. Listen in on your favorite podcast player or directly here.

With an increasing number of professionals leveraging the power of virtual conversations and meetings, I thought it would be a good idea to include a post this month focusing on five ways you’ll want to jazz up your virtual conversations. Still too often virtual calls are plagued by poor connection, multi-tasking, being “talked at” rather than being engaged in discussion. It’s what I call the Death by Conference call mindset in my 2017 book, Effective Virtual Conversations.

With this in mind, let’s take a look at 5 ways to break the habits of bad conversations:

1. Get everyone on the same platform – We’ve all been there. Too often. In a call where some people are in a room together (physically) with a few outliers who are in the virtual space. The boomerang connection does not mix. Can we either:
   1. Bring everyone onto the same platform by moving the conversation completely into the remote space where everyone has their own window.
   2. Use a technology which will give a clear, 360 view of the room. I just heard about OWL Labs technology and WOW – what a game changer! (And no, this is not a paid endorsement for them.)
2. Get people co-designing and co-creating together – using annotation. Given the fact that we are often “Alone with our thoughts” many days, and don’t have the collaborative stimulation of a lunchroom or water cooler, would it be possible to dedicate some time for the group/team to create some learning together. Perhaps it’s doing some visual brainstorming work, or having people identify what they want to explore together. Use annotation throughout your calls and get people to see how co-creating visually may be of benefit beyond your calls. 
3. Use breakouts – Most remote workers are hungry for connection, and to be heard, given the isolated nature of work. What can you do to connect group members with each other for deeper levels of dialogue? Incorporating the use of breakouts, where people can be paired with one or two others for a few minutes to discuss a question or topic of interest, can leave a memorable impression. Check out this 2017 call I did on Breakouts. 
4. Make sure it’s the right type of meeting for the conversation. Also be discerning with whether a large group meeting is the right type of conversation. Does everyone need to be there? Could you connect people in different ways?
5. Signal it will be different – and make sure it will! Most important, be sure to grab people’s attention at the start of the call. What can you do to signal from the start that it’s NOT going to be Death By Conference call? You may be amazed at how quickly you develop a reputation for a MEH call, or an engaging call.

What type of environment do you want to create? What is important for you to note?

Best, 
Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

For many years, I have shared the research with teams that they excel when they focus on both relationships and results. The same holds true for remote teams as well.

This week’s Effective Virtual Conversations Tip gets you thinking about what you are doing to help remote teams explore both their results and relationships.

A focus on results can include:

• Their goals
• Their vision
• Clarity around communication, tasks and focus
• How we measure success
• Leadership
• Roles

 
Relationship focus may explore:

• How much we know and trust each other
• Understanding our connections
• Understanding what our styles, and preferences are
• How we work across differences, conflict and difficult issues

​What are the things you need to focus on as a team?

In the remote space, taking time to build out the relationship focus is essential. We want to make sure that we are exploring who we are, what our strengths are, how we prefer to work, what helps and what hinders our work. No person is an island in any work context today. What opportunities are you creating to ensure that there is a focus on relationships in the team?

Could there be a component that you build into your next team meeting that focuses on having people share what they are working on and/or a little about their work. You might even consider undertaking some work around strengths or other areas.

What are the things you want to focus in around as a team right now?

Best wishes, 
​Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

Welcome back to Sunday’s post! This week we’ve explored a number of different posts including:

• Saturday’s Weekly Journaling prompt getting you to do a review of this last year and think about what your favorite memories have been. Read it here.
• Friday’s Flashback Friday focusing on expectations. Read it here.
• Thursday’s Team Building Tip getting you to explore or revisit communication. Read it here.
• Wednesday’s post with 4 Areas of Team Focus for 2020. Read it here.
  
• Tuesday’s focus for key topics and conversations for teams this year. Read it here.
  
• Monday’s post on Team Practices for the remote space. Read it here.
  

Have a great rest of the weekend!
Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.