Navigating Remote Work and Effective Communication
The COVID-19 pandemic has challenged us to think, live, and work in new ways. Employees would like to move across the country for remote work. Introduce flexible working hours without manager approval. Also, employees can request part-time work hours through their managers.
Meetings are a communication tool. So sharing information is one of the main activities for meetings, not executing projects and getting things done. When an in-person meeting is an absolute must, ensure everyone is on the same page and that remote colleagues feel heard and valued. Ensure the video call options are enabled and available so everyone is always included. Many things could be improved with meetings in the workplace. Now that most companies out there are remote, the problem is more visible. One of the main issues with meetings is that meetings as a communication tool are used to share information. The work that Software Engineers do is abstract, and that fact leaks into the way meetings are conducted.
Talking about ideas does not lead to action; thus, zero progress. Abstract ideas sound great at the moment but often need to be remembered. Time spent communicating should come at something other than the sacrifice of time spent concentrating. Real-time communication channels should be used.
Start meeting on time, don’t wait. Treat the scheduled time as sacred without going overboard. Give participants at least 5 minutes to join and start with the agenda. State the goal and purpose at the start of every meeting. Have the questions and answers documented and pre-shared, and use that to guide the session. If conversations go off track, it’s a great time to delegate the discourse to the people involved so they can create the space for follow-ups. Delegate follow-ups to others for all the lingering questions.
Group chat is best avoided altogether when discussing sensitive topics. A call with six or seven is chaotic and inefficient. Group chats are no different. Instead of using group chat for long arguments and hurried decisions, ask participants to articulate their points in a document. The “information rate” during meetings is often low. Adding more people to the group doesn’t help either.
Leaders must foster an environment of connection within virtual teams to achieve success. Every team member must feel included in the process, no matter how far away they may be. Start meetings with tailored discussions to encourage group connections and help build rapport. Ask colleagues in varying time zones what times are best for them to participate in meetings. Establish a robust rhythm of communication for your team, with regular check-ins with remote workers as a collective unit. Trust is the bedrock of any successful team, and virtual teams are no exception. When leading a virtual team, it’s essential to assume that everyone is working hard and doing their best work.
