Collaboration: Collaboration is at the heart of working remote. Our stakeholders, both internal and external, become essential partners so that we can do the work. In collaboration we often say, “the sum is more, where 1 + 1 = 3.” This doesn’t happen naturally. In fact, remote and virtual collaboration
need to be undertaken proactively. Take a look at Chapter 10 for more on collaboration.
Visual: Making It Visual and visual cues. As discussed in Chapter 1’s brain tip, what is the metaphor or image you want to use to make ideas visual?
Culture: It is often said that culture eats strategy for breakfast. Team culture and identity is critical in the remote space. It keeps us connected to others, and signals our belonging. It’s “how we do things here” and what is “acceptable and not acceptable” as a team.
Autonomy: Autonomy is central to virtual and remote work, given that team members are usually working in isolation and become the “expert” in their own right. This turns traditional leadership models on their head, where "leader is expert."
Matrix relationships: Remote workers become adept at navigating matrix relationships, where we maybe part of multiple teams at any given time. While I am part of the Toronto team, I may also be part of a special projects team, and a technical team. Learning to navigate the different ways of working,the team cultures, and who is who, is a critical part of any remote team worker’s onboarding.
Engagement preferences: Styles, strengths, and preferences for working are part of today’s more individualized workspace. Knowing our team members, their preferences, and motivations leads to engagement.
Enjoy your reflection!
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