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Remote team building- eng version
The document provides guidance on building and maintaining an effective remote team. It discusses forming a team through establishing a common goal and shared values. It identifies potential problems in remote teams like cultural diversity and lack of in-person interaction. Solutions proposed include focusing on communication, integrating people before skills, and creating a shared team culture through regular meetings and feedback. The key is treating team members as individuals, establishing trust, and managing stress through open discussion of issues.
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Remote team building- eng version
- 1. Italian Remote Conference24/25 06 Davide Mezzetti Malta English version Remote Team Building
- 2. Some experiences • Teamsports • Martial Arts • Research communities • Startups • Worked for a big company • Experiential trainer • A lot of travel • Live and work
- 3. Some experiences • Iworked with Italians, French, Spanish, Colombian, American, Maltese, Swiss, Indian, German and Turkish .. • Nice? Yes • Tough? Yes
- 4. Organization of theslides • Target • Forming a team – Ideal case • Forming a team – Usually • Forming a team – By remote • Problems = Solutions
- 5. Target To carry generallife experience in order to manage & maintain a team in a remote context !
- 6. Why? • Adapt toa growing market • Increase performance • Complete projects • Respect deadlines • Have fun
- 7. Forming a team •Definition by wikipedia: A team “is a group of people linked in a common purpose.” Having a SHARED GOAL Gives us direction
- 8. Basic of projectmanagement • All team members must have a clear objective to achieve.. • The goal is made clear on a roadmap. • The roadmap is divided into milestones. • Each milestone is achieved by the team. • Each destination is celebrated as a success!
- 9. Yes, but howdo I create a team? • “It is something that happens naturally , it just takes time” • Natural is the word that is used to explain something that happens without understanding the reasons.
- 10. How do Icreate a team? Dynamics and concepts • Common goal • Common and individual motivation • Management and enforcement of roles • Shared culture • Shared values • Methods • Leadership
- 11. Team building.. whatis it?
- 12. Team building –really is.. • Bonding activities organised in order to bring the group together after analysis of the group dynamics. • Sharing experience and internalization It leads to a real growth and therefore to a change in performance and harmony.
- 13. Team building: theItalian case • Beer with colleagues • Cigarette break • Football matches • Business dinners • ...
- 14. Team building: theitalian case • The inclusion of human resources is not managed • The responsibility is entrusted to the individual and to his soft- skill • The creation and optimization team takes time and resources because there is a practical methodology to be applied • Often it creates unmotivated employees
- 15. Remote team building Or Workremotely in a distributed team
- 16. Remote team building Typicalapproach: to gain personal experience in companies .. remotely. Does it work?? It does not work as efficiently as it does when not working remotely.
- 17. Why? • We shoulddeal with the different problems to those we are used to DIFFERENT • In reality, the problems are the same and are much more amplified! But we never stopped to observe them!
- 18. Some examples? • CulturalDiversity • Different timing • Different language • Hard to find things in common • No method • Lack of human contact • No coffee break and cigarettes
- 19. More.. • We donot know. (never seen in person , what about emotional affinity?) • We do not trust it (because of the past history: wars, conflicts, tensions, bad experiences) • You do not have the usual cultural phenomena in common (words, food, approach to friendship, approach to life, approach to work, emotional openness) • We have different schedules. • We have different interests (the national sport is different , the climate is different , the smells are different, ..) • We have different backgrounds (universities are all different) • We have different specialization (graphics , database) • We have different goals (we'll see how this is a key factor )
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- 21. How to solvethese problems?? Basically: • Be open-minded • Be curious to learn • Suspend judgement (judgement creates separation) more: • Be aware of the dynamics and processes
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- 23. Process of creationof the team: fundamentals • Common goal (roadmap , milestone) • Role definitions • Creating a team culture • Focus on communication • First integrating the person, then his skill • Members’ enthusiasm (Do you like your job?) • Do not take anything for granted .. ask questions
- 24. First the person,then practice! • Hangouts group led by leader. • Each participant must participate actively. • Hangout in pairs. • Continuous feedback. • It is necessary to maintain and monitor the relationship with each team member.
- 25. First the person,then practice 2! • Definition of an alliance based on value • Definition of team’s value (transparency, sincerity, trust, ..) • Individual motivations (personal interest to use technology, personal interest to cover a role)
- 26. And now…the project •Requirements, technical choices, difficulty, etc. • Shared Vision. • Individual Vision –defines boundaries– • Role in the project. • Skill and experience (levels and compensation) • Integration technologies: Slack, Trello, git, Atlassian, jira, dropbox , gmail etc.
- 27. Team’s culture Which means: •Having shared memories • Having shared words • Having a similar vision of the team
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- 29. Teams culture: thea-team • Defined roles: shared and respected • Shared culture: Vietnam War • Shared culture: military culture • Shared mission: have fun and help others Keyword: sharing
- 30. The problem :coordinating a group • Typically: two-way chat. • Ideally: everything about the team must be shared among every one. A defined space should be created to share and maintain this information.
- 31. Solution : Coordinationof a Group • Keeping a group chat where people exchange personal information ONLY: daily life, personal activities, hobbies, music, resources. • Keep a chat group technique , possibly with a hashtag system and log so you can easily manage the direct recipients of the message and the history. • Slack and Trello.
- 32. Solution: Coordination Group •#frontend • #mockup • #testing • #meeting
- 33. The Problem: Ido not feel part of the team
- 34. The Problem: Idon’t feel part of the team Analysis: • The individual is not participating emotionally to the live group -> declining productivity • This happens because: a) the goal of the team project is not defined clearly or it is not made explicit b) An individual’s culture differs from the team culture If unresolved, this leads to separation/exclusion of individuals.
- 35. The Solution: Ido not feel part of the team • Regular analysis of reports • Daily and weekly meetings • Professionalism • Compliance of the team rhythm
- 36. Not all instrumentsplay at the same time... But they all follow the same rhythm.
- 37. The problem: Ido not trust you
- 38. The problem: Ido not trust The farther away the individual is culturally = The less they tend to trust Solution • Small projects • Neighboring cultures • Initially should share/accept/test workflow
- 39. Workflow? • It isthe passing of the ball between team members. • It is the fun part. If you do not like it, team work is not for you! Examples: • Designers prepare psd for the front-end • Back-end prepares endpoint for front-end • Commit and merge
- 40. The problem: thereis always someone missing at meetings! Solution: • The meetings are planned systematically beforehand . • We are aware of the extra commitments of all the team members by keeping a shared calendar. • The meetings can not be missed!
- 41. The problem: thereis always someone missing at meetings! The planning itself is a group activity in which the whole group can participate! • It keeps the team in line. • Weekly. • Start week/end week.
- 42. The problem: Theteam is under stress
- 43. The problem: Theteam is under stress
- 44. The problem: Theteam is under stress
- 45. The problem: Theteam under stress Typical indicators: • Conflict • Performance in sharp decline
- 46. Solution: The teamis under stress • Bring the group together with meetings, accept clashes as a growth process, understand the issues of all (by listening). • We can do this because we have created an ethical pact, a kind of alliance which defines the conduct to be followed during the clash.
- 47. Solution: The teamis under stress
- 48. Growth continues: tips •Team meetings should be held after reaching every milestone in order to get feedback and try to figure out what went well and what can be improved. • Evaluate themselves constructively. • Evaluate others constructively. • Evaluate the model constructively.
- 49. Organizing group events Yesby remote!
- 50. In brief Focus on: •The person, first and foremost • Sharing and communicating • Task alignment • Feedback and monitoring
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- 52. “I love itwhen a plan comes together!”
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