While there’s no single way to kick off a group in a collaborative process, the available research says you should start small with a specific, achievable goal, rather than trying to implement a full technology platform at the same time as you’re organizing the project.
Talking to a friend of mine settling into a new role, I was reminded of he potential problems faced by new remote workers that can be disastrous for the whole experience if not handled early. Here are sensitive areas to watch with your own remote staff.
Coworking is a great way for freelancers to work in an office setting without having to sign up for office life, but it can also be a useful for remote teams. Some companies are now supporting remote staff with a coworking stipend. Here’s why.
Using a team isn’t just a way to get things done faster, it’s also a way to do things better. Gone are the days when innovation was handled by management. Smart businesses know that idea generation happens on the ground. But that innovation takes time.
Working with teams whose members are spread across offices (or even continents) can make it extremely difficult to gauge and manage project momentum. Momentum isn’t motivation — it’s a separate factor. In fact, it’s often momentum that comes into play when team motivation might be flagging.
As we rely more heavily on a plethora of communications services, the once-practical paper trail is under threat. It’s getting harder for many of us to keep track of conversations. How can teams improve communication trackability, and make the most of the tools they have available?
Most remote teams rely on several solutions to fulfill their collaboration needs: email, project management, database management and meetings, to name a few. HyperOffice offers distributed teams the benefit of all essential business tools in a single collaboration suite, as well as providing mobile capabilities.
All collaborative groups experience conflict. Dealing with that conflict is difficult enough in teams working face-to-face, but remote teams experience additional challenges, such as communicating primarily over email and working in different time zones. What can we do to minimize sources of conflict?
What remote teams actually experience is known as “swift trust”, which happens when you don’t have the time or means to build trust through multiple interactions. While this type of trust cultivates easily, it’s also very fragile. How can you establish trust using communication tools?
In interviewing members of distributed teams for Wide Teams, I’ve found that the teams that thrive are composed of individuals who go above and beyond merely “‘doing their job,” and take the initiative to put on different hats as needed.