Teams must be cognizant of individuals who may experience increased disassociation or feelings of disconnect and prioritize inclusion of these individuals whenever possible, whether through virtual introductions or deliberate asks for input.
In remote working environments, the relationship between communication and virtual connection deepens; it is critical that team leaders strengthen and increase communications. This is no easy task as increasing communications often runs the risk of generating noise and confusion.
To mitigate, organizations should create a single source of truth – a central hub or single site – where aligned and critical information is housed. Humanized updates, deployed across channels, should ultimately lead back to the single site and should come at regular, cadenced intervals from team leaders and executives alike – thus building consistency and trust.
2. Listen and collaborate
People want their voices to be heard. Adjusting to remote operations necessitates the evaluation and optimization of key processes, policies, and meetings. People need to be seen and heard as they navigate the new challenges of working from home.
Active and passive listening approaches and tools, followed by timely responses and recognition, can mitigate risk, identify opportunities and increase virtual teaming across your business.
Active listening and continuous feedback go hand-in-glove and are critical components of the migration to remote-work environments. Quick pulse surveys can be deployed to monitor sentiment and spot emerging issues, while randomized checks-ins and requests for feedback on new processes can provide context into bottlenecks and roadblocks.
Set up a virtual ideas box using an online form or generic inbox for people to submit feedback and improvement ideas for working remotely. Leaders should listen to identify personal needs that, when possible, can be supported by the organization or employee benefits program.
Feedback received must be actively managed for team members to feel that their voices are being heard. Changes that have been implemented as the result of feedback should be specifically identified in communications and celebrated during team calls and check-ins. When feedback has made an impact, team leaders should recognize contributors, thus ensuring the perception that not only is input heard but valued.