Can any of the management behaviours that create psychological safety in meetings be transferred to the online space? Of course they can! In this extensive blog post, Pilar shares a chapter from "Online Meetings that Rock" to help you create trust in your team.
In the second article exploring what the design of the digital workspace can borrow from office design, we look at designing for serendipity.
As we learn more about what helps people to be productive at work and the kind of environments that enable collaboration, companies are investing heavily in the design of their physical workspaces. However, little thoughts is being given to the design of digital workspaces. There is much we can adapt from how offices are designed to help us create digital environments that promote a sense of belonging in the online space. This is the first of two articles addressing this crossover.
In this article, Maya Middlemiss talks about how our work location affects our wellbeing.
In this blog post, Pilar and Maya recommend some of the business books they've enjoyed most this year. This is a selection of the book recommendations included in our newsletter.
In this article, Maya Middlemiss reminds us that people on remote teams also get sick, but that sick-leave might be more difficult to take.
While we often talk about making our work visible, building trust and being great leaders to our remote teams, we rarely discuss the security issues surrounding our flexible set up. In this article, Maya Middlemiss gives you a little bit of friendly guidance of how to start the conversation with your team members and organisation.
Be honest: how often do you find the time to give and receive feedback in your team? In remote teams, it's very easy to avoid these kind of conversations, when they are some of the most valuable input we can receive from our team members. This article recommends a few ways in which you can embed feedback systems into your team's communications.
In this article, we cover a simple way of learning together as a remote team, through informal sessions where individuals share their learning.
What can managers of remote teams do to discourage team members from playing the "presenteeism" game? We have a few suggestions.
The communication-tool landscape is evolving every day. If you understand how each tool contributes to your team's work, it will be easier to replace it when you need an upgrade or when you decide to swap it a new one in the market.
Some people don't like to brag about their achievements. Some managers don't want to disturb their team members and so, they rarely check in. This results in missed opportunities for recognition and development.
It's not uncommon for managers to worry about results suffering when people work from home. However, the answer doesn't lie in insisting that people work in the office, but on understanding how we measure results.
Taking advantage of the range of options in "Office Optional". How employees can redefine the way in which they work and companies can unlock new opportunities.
One of Virtual Team Talk's most active members asked today for some advice on using audio-only meetings. I dug out a bit of script from a previous podcast episode (episode 64) and added some notes from a session we ran on audio-only during VTT's Internal Affair.
One of the largest shifts in team practice when people start to work remotely is how and where you hold your meetings. If you're introducing virtual meetings in your team, how you talk about them will matter.
When deciding where, when and how your team needs to work, it helps to break down the type of work you need to do and plan accordingly. Here’s a suggestion to get you started, whether you’re collocated or remote – or most likely, somewhere in between.
In this blog post, Pilar suggests that introducing remote work in organisations can actually help to reduce inequality in some sectors of society.
The secret to successful remote collaboration? Adjust your notifications so that they work for you. Don't let tech get in the way of having a healthy relationship with tech.
Back in February, I managed to miss the news that IBM was making more of its employees sit “shoulder to shoulder” with their colleagues. The corporation is limiting where employees work for the US Marketing Department to six of its offices. No more working from home; no more working in any of the other offices.
After reading the long-form article in Quartz, ‘IBM, remote-work pioneer, is calling thousands of employees back to the office’, I’ve found myself pondering about what widely-reported news like this one might mean for the future of work and our attitudes to work.