The conversation about remote working and effective remote team strategies is everywhere.
Now that the whole world is working remotely, people everywhere are sharing their thoughts, perspectives and advice.
I truly believe in the power of sharing information and experiences as a way for us to learn from one another.
But not when the information and experiences aren’t backed with research and proof.
Not when the information is a one-size-fits-all approach.
Not when there hasn’t been time to dig deep on the current situation and root cause issue.
For example, I had someone post on one of my LinkedIn posts asking me for advice on which tool will best help him and his team add structure to their ideas when working remotely.
Many people commented underneath- a portfolio of tools and technologies.
But nobody (except for me) asked him what exactly the use case was and what his team were hoping to achieve.
For example, was the issue that the team lacked the structure to follow up on ideas and turn them into projects?
- Did they lack the time to innovate?
- Did the team lack a sense of ownership over new ideas?
- Was the culture recognizing and supporting new projects?
- What about the leadership team?
You see, that’s the difference between a mindset that is trained in identifying the root problem and a mindset that just wants to ‘give advice’.
I’ll always ask more questions, because I know that each of your teams, each of your businesses and your own approaches, are all very different.
Variety in challenges means you need a variety of solutions.
And often those solutions are best created in a partnership together.
I’ll bring the research, strategies, on-the-ground reality checks and powerful questions.
You’ll think about how that applies to you and to your team.
Together, we create something that’s authentic, that’s not found on a blog article of ’10 ways to engage your remote team’.
My work is holistic.
Definition of holistic: characterized by comprehension of the parts of something as intimately interconnected and explicable only by reference to the whole.
Meaning I take everything into account.
I know that in solving burnout on your team, we need to account for building self-awareness within your workforce, developing your leadership team and working on your communication processes.
I know that in solving underperformance issues on your team, we need to develop coaching processes for leaders to follow, we need to explore and define expectations, reality check them and create a process to help manage underperformance and recognize great performance.
I know that in improving your team’s engagement remotely, we need to explore your leadership team’s communication approach, define what your culture is and understand where your team’s passions stem from. We need to develop a remote-first engagement strategy based on your team’s data and where you are today.
As you can imagine, this approach has been developed from years of experience- doing this myself as a leader and working with hundreds of remote teams.
I bring this approach into every program I create, whether it’s Revive Remote, my 1–1 Work, or the CEO Brain Trust.
P.S I have 1 space open for a 1–1 client starting at the end of this month.
Check out below what my recent client had to say about working with me and if you’re interested in exploring how I can help you and your remote team, book a 30-minute chat here.