This week’s Weekly Journaling Prompt is #108 in the series. The prompt is TRACK – What I notice is…
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As some of you may know, my 2019 planner for Virtual and Remote Professionals is PlanDoTrack. As along time program manger and also entrepreneur, I’ve been fascinated by the importance of tracking metrics and results.

Tracking can be a key part of busines success, especially when things are not always clear. In fact, one of my favorite busines activities are the virtual planning sessions I host, as well as the VIP working sessions. Usually we get clear on the different areas people want to track in their work and/or marketing. Here’s a quick list of things you may want to track with different hats on –

For those that are entrepreneurs:

• Revenue
• Sales
• New contacts
• Social media numbers
• Speaking engagements or presentation
• What else?

As a remote worker you may want to track things like:

• Time spent on projects
• Time spent on emails
• Time spent on administrative tasks (reporting, filing)
• Time spent in networking
• Time spent connecting with peers
• Time spent learning
• Best time to work on projects
• Focused elements
• What are the things that are going to help you as a remote worker?

As a leader you might track:

• One on ones
• Time spent in meetings
• Time spent on administrative tasks
• Time spent learning
• What else?

You can pick up a digital copy of the first 52 of them over at the Potentials Realized Store. Take a look at them here at the website and pick up an immediate download.

Best,
Jennifer

This week’s Effective Virtual Conversations tip, which you can usually find under the hashtag #letstalkvirtual, is all about Team Feedback. With many teams opting to stay Working From Home for the foreseeable future, team feedback is an important loop to help teams excel.

What are the processes you have in place to keep team feedback moving?

We know that feedback is best when it’s specific (detailed about what the person did well or not well, behaviorally – via things that we can see or tangible outputs). Feedback is best when it’s regular, and as close to the event as possible. The longer between feedback and activity, the less valuable it is.

Feedback can be useful when we receive it from those around us – our bosses, our peers and those we interface with on projects, or stakeholders. Who are you receiving feedback from?

For many years I have written about, and talked about, the REVET™ model of feedback. We want to make sure that feedback is:

• R – What are the roles the person inhabits; what projects are they involved with? What are their goals?
  
  • Considering these questions helps us to make sure that feedback is relevant for the person.
• E – Reflect on performance expectations
  • What have been the expectations set about performance? What are the key issues they are focusing on, and most likely value feedback around?
• V - What do they value?
  • Some people value feedback delivered frequently and off the cuff. Other team members may prefer to have feedback offered in a structured fashion, or by writing, with some time between receiving the feedback and then having the performance conversation.
• E – Specific examples. Providing specific examples is absolutely essential for an effective performance conversation.
  
  • Always make sure you have specific examples which you have personally witnessed. If not, you may not be the person to provide feedback in that manner. You could facilitate the discussion with the person and those who seem them every day 1-1.
• T – Timing. What is the most appropriate time for the conversation? Is it a mid-morning? Evening? Lunchtime conversation?

(Copyright 2020 – Jennifer Britton, VRTWL)

If you have a copy of Effective Virtual Conversations, you’ll also want to check out what I write about Appreciations and Acknowledgements on pages 257 – 258. It’s important to take time to pause and share appreciations with each other. This serves to boost trust, and connection, across the team. I recently have included this activity in my latest mini-course for teams – the Remote Team Builders. You can find it here.
 
What are the things you are doing to create a team feedback loop?

Best wishes, 
​Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time™ in the Remote Space
Contact us to discuss leadership, coaching or performance needs for your and your team
Phone: (416)996-8326

Check out our Digital Resources to support you in your work and conversations 

Earlier this year I shared a post on ten things you would want to make sure you took time to schedule. You can read Teams365 #2199 post here.

As we moved into the months of January and February a lot of our focus was on getting up to speed, and with the pandemic taking a lot of attention in recent months, some of these activities may not have been on the radar as much. I thought it would be useful to go back and take a look at these areas:

#1 – Team Meetings – Make them consistent and regular. It’s likely that you won’t be able to have everyone at the table (or the screen). Make sure that you create shared team agreements of what team members need to do if they are not present for meetings.

#2 – Meetings with Your Boss – Have you scheduled in time with your direct line manager? Keeping visible and being in regular communication is essential in today’s workplace. Corporate priorities can change quickly as can your boss’ priorities. How often are the two of you meeting? What format are you using? What’s important for them to know?

#3 – One-on-Ones with The Team – While group and team meetings are great, team members still need some 1-1 time. Be sure to schedule in some time with your team on a regular basis. Are you aiming for monthly 1-1 conversations? Quarterly deeper dives? Daily touchpoints? As a team talk about expectations and make agreements about who is responsible for scheduling and follow up.

#4 – Team Development Time – As I shared in yesterday’s Effective Virtual Conversations tip, team development time is critical and is often overlooked for virtual teams. Teams don’t just excel by osmosis! They need time to get to know each other, clarify how they are operating and focus in on what’s important.

#5 – Strategic Thinking Time — Are you leaving yourself enough time for reflection and thinking? Be sure to leave in enough time for strategic thinking. This can include creating, or revisiting your VISION, MISSION and MANDATE. Taking time to think strategically is important so that you have a clear big picture with a longer-term horizon. With things changing rapidly, the strategic horizon of 1, 3 or 5 years down the road can be invaluable in helping us keep moving, and not getting too set back by the small changes which can feel frenetic.

#6 — Time to Get Things Done — With meetings, communication and email taking a lot of time, what time are you leaving for yourself to get things done? For some professionals, it means coming into the office early to tackle key tasks for 30-60 minutes before others arrive. For others, it means booking a conference room and closing the door. Notice when you are most productive and when it’s important to get things done.

# 7 – Learning Time – What are your learning and development goals this year? Embracing ongoing learning has never been more important. What are the skills, processes and approaches which are going to help you do your best work? Note that learning can take many forms: including in-person programming, virtual learning as well as on-demand learning. Finally, peer learning (see #9) is another set of approaches.

#8 – Feedback Time – What feedback touchpoints are you building in throughout the year? Feedback in many organizations has moved to an ongoing cycle, and it can be important to make sure that it is happening regularly. Block off time in your schedule to get it done.

#9 – Peer Learning Time/Mentoring Time — What is the peer learning you want to undertake this year? Is it possible to do some job shadowing or pair with a peer partner throughout the year to compare notes, share resources and learn from each other?

In addition to peer learning, what about identifying a mentor in your organization or industry who can share their experience in order to help you understand “what’s below the waterline”?

#10 – Time Within Your Industry or Outside Your Regular Scope of Work — Finally, industry connections are key. Keeping current in your area of work may be as important, or more important, in the medium- and longer-term. What connection into professional associations are going to support you this year?
 
What do you want to make sure you make time to focus on?

Best,
​Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

Get your Q2 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, or join me for the Virtual Facilitation Essentials program

Contact us to discuss how we can support you and your teams and organization with remote work.

Check out upcoming virtual programs on our calendar
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PDF copies of PlanDoTrack now available! Get yours here. ​

The concept of deliberative practice has gained popularity in recent years, featured in books such as Michael Bungay Stanier’s the Coaching Habit, or in James Clear’s article about Deliberative Practice here.

The notion of deliberative practice is grounded in sport. Just like becoming a pro tennis star or soccer team, it’s critical to get practice and feedback on your actions. With each feedback round we are able to adjust and tweak our skills.
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As teams, it takes time and practice to excel. What do you need to do to practice? What are the things which are going to help you hone the skills you need?

What feedback loops exist? What are you able to do to cultivate both positive and constructive feedback?

Enjoy your conversations,
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

Get your Q2 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, or join me for the Virtual Facilitation Essentials program

Contact us to discuss how we can support you and your teams and organization with remote work.

Check out upcoming virtual programs on our calendar
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PDF copies of PlanDoTrack now available! Get yours here. ​

Performance conversations are challenging for many at the best of times. What about now that you are likely having to have these conversations virtually? What are the things you want to do to keep the performance conversations going virtually?

Performance issues become even more complex when you are not able to see people in their own element. In fact, our feedback is likely to be framed by what we can see on the screen (which might be one-tenth or one-hundredth of the time in a week) as well as what we see with output.

With that in mind, here are several things to keep in mind around performance support and feedback in the remote space:

• Watch assumptions – be super explicit around what you mean with this.
• Clarify what the end results need to look like.
• Have more frequent check-ins or walk-throughs. It’s important that is not seen as hovering, but it creating a more frequent monitoring process.
• Be sure to return back to measures of success, and things like the IS/IS NOT framework.

As it relates to feedback:

• Make sure that feedback is specific, and demonstrable – again, check assumptions.
• You may want to lead with “Walk me through “ to identify where processes or practices get derailed.
• Be open to feedback in new ways.
• Remember that feedback is a two-way street. It’s often best to get it to give it. Feedback is reciprocal.
• Be sure that you are also having people share what areas they are going to value feedback in first.

What else is important to note about feedback and performance conversations for your team right now?

Enjoy your virtual conversations!
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

Get your Q2 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, or join me for the Virtual Facilitation Essentials program

Contact us to discuss how we can support you and your teams and organization with remote work.

Check out upcoming virtual programs on our calendar
​
PDF copies of PlanDoTrack now available! Get yours here. ​

Today’s the last day of Q1. Where did it go? What has shifted for you and your focus? While I’ve been asking these questions every quarter since 2014 here at the blog, my guess is this past quarter has probably marked a huge shift in your work.
 
Here are some questions you might want to consider as you reflect on your quarter:

As you think back to this past quarter (so the period of January until now):

• What were my major achievements this quarter?
• What do I want to celebrate?
• As I consider my goals (and resolutions) I made at the start of the year, how am I doing with these on a scale of 1-10? Which ones are becoming new habits or something I can check off?
• Which ones need to be let go of?
• As a leader/professional, what have I noticed about my team this quarter?
• The thing that has helped me be most productive this quarter has been ______.
• The thing that has helped me be most successful this quarter has been ______.
• The thing that has helped me be happiest this quarter has been ________.
• The thing that has helped me be most healthy has been _______.

What have I noticed about my work/productivity/results and/or relationships this season?

Take note of any key metrics which are important for you, and your work. For corporate leaders this may be progress on key KPIs (Key Performance Indicators). For small business owners this may be key metrics around social media.

Looking ahead to Quarter 2:

• My priorities are:
• Our team priorities are:
• My goals are:
• My teams’ goals are:
• I want to:
• The habits I want to lean into are:
• The things I want to focus on are:
• I'll be really happy at the end of this quarter when:
• I also need to think about:

Enjoy your reflections!
Jennifer

This weeks Effective Virtual Conversations Tip is all about iteration. As we move into the virtual space, it’s likely that experimentation, and on-going action with adjustment, is the norm. Technology can “happen” and things that worked in the in-person world, may not work the same way in the virtual space.
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What does iteration mean for you?

Here’s a definition from StoryBoardThat.com:  

Iteration in a business is the concept of repeating a process, analyzing the outcomes each time, and modifying for ultimate efficiency in hopes to achieve a certain objective or outcome. Iterate.

As you consider your business goals for the second quarter, what are the things you can do to get things out more quickly, get feedback and iterate? This might be a new program you have been thinking about offering, a new product for your customers or clients, or a new system or process that could benefit from some feedback.

With many of the programs I run, there is an element of iteration. It often includes writing first here at the blog, then incorporating into a program I am running, and then looking at the metrics and feedback from both readers and group members. These two streams of feedback always help to strengthen programming.

Consider what iteration could look like in your work right now.
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With best wishes,
Jennifer

This week’s team building tip gets you to have a discussion (virtually) about what does each team member need. This is even more important at this time when teams are likely not seeing each other. Our personalities and our styles are likely to get magnified in the remote space, making it even more important to focus in on some discussion around what each team member needs.

Have discussion today around:

• What does each team member need? Consider – focus, motivation, feedback, communication
• What can others expect from each team member?
• What are teams able to do in terms of focus?

Given that you are likely to be meeting virtually, spend time going around and hearing from each person about what they can focus on, and then what they can provide to others.

Teams are as strong as their connection. What’s important for to you strengthen?

Wishing you the best,
​Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

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.
Contact us to discuss how we can support you and your teams and organization with remote work.
Check out upcoming programs on our calendar!

This week’s Effective Virtual Conversations tip reminds you to “Catch people doing things right”. A challenge in remote work is that we don’t always see people in their natural work setting. Feedback, in general, may be missing when we work remote and sometimes it can feel like we are operating in a vacuum.

In order to help team members excel, feedback is needed. Both positive feedback and constructive feedback when things aren’t going well.

So how do we provide feedback when we don’t see others in action?

Build in review reflection touchpoints. This might include mid-project or end of project reviews. These can involve sharing works in progress (or completion) where there’s a specific focus on sharing and receiving feedback.
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Build in co-working opportunities where it is live and virtual. This can provide a sense of everyone’s different working style. What might a co-working opportunity look like? It could be undertaking a 4-hour block of work together with the group coming together at the top of every hour. I facilitate these as part of the different remote coaching services I offer to group members who join me for an annual basis. With benefits of both ongoing accountability and getting things done quicker, it can be really interesting to have people share a snapshot of their work, real-time. It’s not only inspirational for us but can be a validating factor for those sharing the work. It also opens the door for informal feedback like – “Have you thought about….” OR “Have you considered looking at…..”. While we may operate in isolation, it can be important to benefit from peer wisdom and sharing.

Job shadow virtually, where feasible. Can more junior team members shadow another team member? Be an active observer so they can learn from others?

What else might you do to encourage job shadowing?

Finally, are you building in a culture with your remote team of having people share accomplishments and successes at team meetings? There might be a Star of the Week, or the Month. While this may not motivate everyone, it can build a great practice of building in a pause, so people note what they have done.

Enjoy your focus on thinking about feedback in the remote space and catching people doing it right.
 
Have a great week!
Jennifer

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:
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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