At the same time, it’s likely that in addition to having different bosses, you also likely inhabit different roles. On some teams you might be a project lead, on others an activator and on others a person who gets things done.
With membership on so many teams, it can be important to clarify ROLES as well as be really intentional with building out the culture of your organization. Tomorrow we will look at the different components of building out a vibrant remote team culture where people feel connected with their team and help to shape the culture of it.
Spending time focusing on the roles which exist in a team is important. It’s important on several different levels:
- First, what are the roles needed in order to get things done?
- Second, who is ideally suited for each role. Consider who might be good at setting a vision, versus executing things and getting things done. Who is better at the granular detail versus the strategic view of things? Consider who is best placed for which role. Consider who gets put in a role by default – they do it just because they can, not because they want to. While this will work in the short-term, what happens in the long term?
- Third, how do the different roles connect and fit together? Where is there overlap? Where are their gaps?
- Fourth, what are the different roles and responsibilities? Who needs to do what, when? What happens if this doesn’t happen? Helping team members understand the bigger picture is essential for performance.
- Fifth, what are the feedback loops from one part of the team to another? Take a look at Monday’s Effective Virtual Conversations tip on Team Feedback. What can you be doing to amplify your team feedback?
Roles are an often-overlooked part of team experience. What’s important to note?
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