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.
If we continue talking about "the office" when we look at working in a virtual environment, aren't we in danger of not letting go of our previous mindset?
Transitioning to “remote” does not just involve learning how to use new technology to help us stay connected. It involves re-designing how we communicate as a team - and this includes how we ask for help. In this article, Pilar makes the case for sharing your questions and requests for help with your whole virtual team, instead of defaulting to the one-one conversation.
“Happiness at work” does not mean the same to everyone. In today’s post, Pilar reflects on the dangers of holding a narrow version of “happiness” in our heads and she lays down a number of ways in which people differ when they think of “happiness”.
In the first episode of Management Café, Ishare some research on the communication patterns of high performance teams.
(You can download this handy PDF with the questions to guide you through your transition to a more flexible or virtual team by clicking here.)
Companies and teams that are “born virtual”, just get on with the work.
The world of work is indeed changing.
We are seeing more and more people working away from the office, from cafés, at home, in co-working spaces, on the train... (the list goes on...)
Yesterday I had the pleasure of attending the Audacious Salon on Distributed Agile at the Agile 2016 conference in Atlanta. The best part, I didn’t have to take a plane there all the way from London
You are part of a "buzzing" team.
You tend to have coffee breaks at the same time. On Fridays, you go out for lunch together.
If you want to find out more about Virtual not Distant® , continue reading.
Everyone talks about it, but what does "working well as a team" mean?
Gradually and unseemly, more of us are starting to rely on mobile working. We find ourselves working on our two hour train journeys, in airports, in the supermarket queues...
I couldn't imagine that a book about the US Military would be such a joy to read. But during my virtual coffees with Lisette Sutherland, she kept recommending the book every time we spoke about the need for transparency in organisations and the dangers of security concerns creating a culture of mistrust which prevents people from collaborating, innovating and keeping up with change.