Consider what works for the employee, not necessarily what works for you as the boss. Some people want to have frequent touchpoints and check in throughout the day. Some are happy to be left to their own devices, checking in when needed (all built on trust, of course.) Same goes for the style of communication. I personally would rather check in via chat or email, while others feel better talking out their needs out loud. In a hybrid environment the same goes - just because the team may be in office one day/remote another or some are in office all the time and some are not doesn't mean they have to be treated differently. Dont look over the shoulder of someone in office if you arent going to do the same virtually for those remote.

Ask your colleagues how they prefer to work, which types of activities motivate them and how often they need to connect for practical work reasons. Don’t insist that all colleagues join social check ins and ensure you have 1.1 time with all team members. Also encourage peer to peer engagement to grow team bonds. In terms of how people show up, don’t make people switch on their camera and respect varied time zones by rotating meeting times in the interests of fairness.

Some ways to keep a remote team motivated are: 1) frequent connect - not only about work about their family, aspirations and to form a bond with them 2) recognize good work and appreciate it in large forums 3) give them meaningful work in areas there aspire to grow. 4) trust them to do good work and do not micro manage. Reach out to them and see if they need help and do help as and when needed. 5) meet up quarterly or half yearly to create a bond with each other

Always meet the team and create this culture on a daily basis an early morning check in with everyone and an end of day check in with everyone, make a plan and ensure it is being followed. Nothing is better than pulse checks every time.

We often confuse the frequency of communication with its quality. It is not so uncommon to see, in remote work teams, frequent meetings without even a minimum organization of what is intended to be communicated. Before meeting with your team: 1. Organize the subjects to be covered into topics. 2. Define the target audience. 3. Establish and share clear and achievable goals with your team. 4. Measure key results. 5. Share these results with your team so they can monitor progress. 6. Celebrate the achievements obtained through collective effort. 7. Whenever possible, review with the team what can be improved in the workflow, identifying challenges that occurred throughout the project. Good luck! ✨

Effectivement la motivation et la reconnaissance des réalisations des collaborateurs sont les clés de succès pour un environnement Sain et productif en entreprise. Plus les collaborateurs se sentent valoriser, plus ils sont productifs. Parfois un simple " très bon travail" ou " j'avoue que vos idées sont pertinantes" suffit pour que les collaborateurs se sentent remonter à bloc.

Todo ello, soportado por una política de reconocimiento y recompensa que ayude a los líderes a usar los módulos de insignias o recompensas de manera equitativa.

This doesn't need to be huge. Making custom emojis of your values and using them to recognise when someone has displayed that value is easy and works well. Also easy but high impact is having specific channels on areas on your comms tools or networks where people can go and give a good word to their co-workers.

RnR aka Rewards nd recognitions are of an extreme importance, I have answered a previous question on how can VR improve IC, imagine having an RnR event through VR :) or even if this is not possible having a rewards ceremony attended by everyone either physical or virtual will be of a huge importance and will create magic

Rewards and Recognitions are best ways to show gratitude to employees either this big or small corporate. This should be practiced on several levels/layers between direct heads and top management. Direct heads should practice the team recognition at least monthly which shows that the head is aware of the employee effort and to show that your effort and time are valued. Management layer should show recognition too as it will build loyalty for Hybrid and remote workers via remote recognition meetings and winners announcements via mails.

The best way to build trust as a leader is to demonstrate that you trust your team. When people feel trusted, they are more likely to trust in return. This is key in a hybrid or remote work environment, when all too often leaders don't trust their teams to work effectively unless they are in the office and can be physically seen working. Empower team members by providing them with the tools and resources they need to succeed. Offer support and guidance when necessary but otherwise, trust that they will do the best job they can. Effective open and honest two-way communication is also essential. Actively listen to team members' concerns and ideas and provide regular updates on team progress, successes, issues and changes.

The biggest challenge with remote meetings is similar to a large conference call - how to give space for everyone to share as well as hear. The easiest way is to build agendas and thought starters that prompt all to share different facets of their projects or ideas. Allowing folks to own the share ahead of time gives the space for all to listen during the call to input from others.

Building trust and collaboration within remote and hybrid teams is pivotal for their success. Creating a supportive and inclusive work environment is the key. I found really helpful the establishment of clear roles and responsibilities so that team members understand their contributions, fostering a sense of ownership and accountability. Mentoring sessions not only enhance skills but also build rapport and trust among team members. Implementing team-building activities, both virtually and in person, strengthens bonds and promotes understanding and empathy.

Working with remote teams can be challenging if you only invite for business meetings. Joint lunches or coffee meetings in which you discuss private topics can foster trust and teamwork.

investing in your team by developing the skills of each team member will build trust. and this now can be done via several education portals. meeting with team members separately via calls to assess performance nd coach them will level up the trust of each member. team members can also collaborate via several tools as MSP to cross the completed activities and follow on time sheets.

Equally important to build in team bonding virtual meetings - team meetings where it's not work related but a chance for people to check in on one another, to have a little fun, and to get to know each other in a way they might not be able to if not having those 'water cooler' chats.

Como se expresa tu equipo de su trabajo está correlacionado con su sentimiento de bienestar. Para mi, estar al pendiente de indicadores como: su tono de voz, cómo se sienten, si participan en las actividades o cómo colaboran con los demás me permite entender que tanto hemos lograro el bienestar y equilibrio. Para fortalecerlo, emplear herramientas como una horario de trabajo flexible, clases recreativas que sumen a su desarrollo personal, flexibilidad para replantear tiempos en caso de que los requieran, e incentivar a que tomen descansos aunque no lo pidan. Sobre todo, tener empatía de acuerdo con la cantidad de proyectos que lleve cada miembro y extender mi apoyo para acompañarles en su proceso.

Prendre soin de son équipe c'est savoir l'écouter quand elle remonte des difficultés, des doutes, des freins. Être transparent sur le constat et trouver ensemble des leviers, des modes de faire et des ajustements pour que le travail et l'engagement de chacun n'en pâtisse pas trop lourdement. Parfois, la montagne est trop élevée mais savoir que son manager en a conscience, en partage le constat et essaye d'y remédier à son niveau est important.

Para ello también es importante mantener una comunicación constante para saber cómo se siente con las funciones encomendadas y si cuenta con las herramientas necesarias para realizar su trabajo, demostrándole nuestro sincero interés porque disfrute lo que hace y su aporte a la compañía.

I have been managing a 100% remote qteam for almost three years. I have noticed, that after a certain time, o These online webinars/yogas/meditations were becoming too energy consuming for people, even though it served the opposite goal. What we used to do is have once in a while a team after-work chit chat: no particular agenda, no restrictions. Everybody would be busy with things they want: somebody was cooking, the other one - having a walk, somebody else was playing online poker and barely listening to us. It gave a feeling of staying in all together in one coon room, but without feeling obliged to participate in the conversation.

Learning curve of world wide employees turned to be higher as already eLearning channels became very common. I believe assessing team capabilities and knowing the development track for each member will help to guide them and provide the needed eLearning courses. From time to time I see a team meeting can turn to be a podcast each quarter to speak with specific team member to gain knowledge from.

Las empresas sin importar el rol de las personas, deben asegurarse de que hayan capacidades organizacionales que permitan tener un buen desempeño organizacional. Ello se logra teniendo personas talentosas y entrenadas que compartan sus conocimientos y los pongan al servicio de la organización de manera voluntaria.

Hier ist es aus meiner Erfahrung sehr wichtig, Fehler zu feiern, weil das Team etwas herausgefunden hat, wie es nicht geht. Das ist eine der besten Erkenntnisse (siehe wissenschaftliches Arbeiten).

Um exemplo que vivencio e vivenciarei em todas as organizações onde pude aprender e contribuir com meus conhecimentos é o aprendizado contínuo. Todas as empresas precisam trabalhar a educação corporativa, de forma que isso faça com que a empresa crie talentos internos, capacitando para que cada dia tenham mais excelência profissional e desenvolver técnicas de melhoras seu trabalho em prol do crescimento da empresa. Isso traz benefícios para ambos, gerando qualidade de vida e bem estar.

A cultura de aprendizado também pode ser desenvolvida por projetos ágeis, onde pessoas com diferentes repertórios e trajetórias se desafiem em trabalharem com maior autonomia. Rituais de acompanhamento constante são fundamentais para ajustes de rota. Aprendizagem por projetos impacta positivamente o time, porque aprende fazendo junto, ao mesmo tempo que desenvolve junto a solução para um problema.

I find a sense of belonging is key along with a clear sense of direction: a common vision, mission and values that are co-created build ownership and commitment.

Trust team members to manage their tasks and projects independently. Avoid micromanagement and focus on outcomes rather than processes. Empower employees to make decisions and contribute ideas.

Beim Rekrutieren von genialen Teams fängt alles an: - Geniale Teams brauchen nur geniale Mitglieder, die teamfähig sein müssen - Ein geniales Team braucht einen starken Leiter - Sie müssen von einer starken Vision beseelt sein - Das Team muss sich abschotten können, zumindest zeitweise - Das Team braucht eine begeisternde Story (siegreiche Underdogs) - Das Team braucht ein Feindbild - Das Team braucht Scheuklappen, der Leiter nicht - Der Leiter hält alle Angriffe von außen ab und schützt das Team - Alles startet mit einem eindrucksvollen Event (geht auch low budget) - dere Abend muss im Kopf bleiben. So entsteht sehr schnell ein geniales Hochleistungteam, welches Selbstvertrauen in sich hat und geniale Ergebnisse liefert.

A mi me ha funcionado involucrar de manera genuina y considerada, así como empoderar de manera coherente y sistemática. El respeto y la confianza recíproca son bases indispensables para lograrlo.

The best way to motivate remote and hybrid teams is also the best way to motivate in-person teams: (1) Have a shared goal. (2) The goal must be SMART - specific, measurable, attainable, relevant, and time-bound. (3) Set up a reward system that appeals to all members of the team or a personalized reward system for each team member. To do this, you need to understand what motivates each individual. This could be recognition, financial gain, time off, or simply a sense of accomplishment. (4) Communicate progress and offer support. (5) Reward each individual as milestones are achieved and when the goal is met.

Institute a 'No Pants Friday' policy, because nothing says 'freedom' like attending a meeting in your finest business casual on top and your favorite pair of pajama bottoms below. Just make sure the webcam angle is judiciously chosen.

It's important to recognize that some people thrive in a remote or hybrid team without artificial efforts by managers to keep them engaged. Those people may work with a high level of autonomy and enjoy the freedom of setting their own hours, for example, or avoiding a commute, and they may even prefer avoiding office water cooler chit-chat. It's not necessary to work on energizing those folks because they're satisfied with the arrangement already. I saw suggestion for early morning check-ins and check-in meetings at the end of each day. I'd suggest that some employees would resent such meetings for interrupting their personal workflow style, or even that these frequent, required check-ins might make them feel untrusted by their manager.

Que les équipes soient en mode hybride ou à distance, si elles ne savent pas où elles vont de façon claire et quel est le sens de leur mission, toute tentative de motivation sera vaine! Seneque disait « il n’y a pas de vent favorable pour celui qui ne sait où il va ». Faire adhérer ses équipes à une raison d’être/ d’agir est un fondamental. Ce principe doit être vécu par tous, tous les jours, de façon authentique et incarné. En bref: pourquoi nous sommes utiles. Pourquoi nous existons! Pourquoi nous œuvrons ensemble! Comprendre qui vous êtes, d’où vous venez et comment s’articule votre schéma mental est un indispensable pour agir. Travailler en collectif et en transverse sur ces questions est un pré requis obligatoire.

J'utilise avec régularité des outils comme le Team Building pour renforcer les liens mais aussi faire un rappel de la vision, des valeurs et des objectifs communs. Je fais attention à l'exemplarité. Il en suffit pas de pousser les autres, il faut chercher à s'appliquer tous les points qui ont été cité dans cet article.