这篇文章是我们Steelcase公司360系列的一部分使远程工作远程工作。

“我们开始明白,远程工作的节奏并不是一个完美的朝九晚五旋律。但理解某件事可能与亲身经历大不相同。”

唐娜·弗林
副总裁,Steelcase的工作空间期货

世界各地的人们突然发现他们自己远程工作在一片冠状病毒疫情。许多人都在家工作,而其他人可能仍然要来自己的办公室,但需要在不同位置的队友连接。对于大多数人来说,这是一个全新的体验,它需要一些调整。远程工作创建一个新的挑战和行为:

你怎么能保持连接到你的团队?

如何创建并支持远程文化?

我们怎样才能使工作继续进行下去?

几年来,我一直在领先的跨多个时区和世界各地区分布全球团队,我们已经了解到,通过经验和实验,如何一起工作的时候,我们不能在一起。我们已经认识到,远程工作的节奏是不是一个完美的9-5的旋律 - 这是真的,你是否在同一个时区或不很。但了解的东西可能是从生活很不同。 I’d like to share five team practices we’ve adopted I think can help remote teams manage their new reality:

并不断寻找更好的 - 1,根据你需要做什么用途的协作工具

今天分布式团队提供的工具很不错,但并不完美,因为我们所做的一切。所以我们不同用途使用不同的应用程序 - 包括O365,WhatsApp的,团队和壁画。 We have fully adopted Mural (a digital, highly-visual sticky note canvas) as a team and it has dramatically improved our team’s collaboration when we need to create something together. We’ve tried a lot of video conference platforms and none are perfect. Ideally, we prefer to use Cisco telepresence when all nodes connecting are in an office for its high definition quality and content sharing features, but this is not the most viable tool for connecting from home.

像变焦和微软团队其他的网络视频平台,只要你有良好的带宽都很好 - 但有时你还是有看到的人,看到被共享的内容之间进行选择。We’ve found that it takes a lot of patience and flexibility to use these tools effectively, and adaptability in swapping out tools in the moment as needed – such as dropping an unstable video connection and switching to a conference call because the bandwidth in one place is experiencing latency.

2.格外注意你的同事谁在电话或视频

我们谈了很多关于“存在差距”,这意味着人们谁是遥控器可以处于劣势相比,房间里的人的概念。For example, people in the same room are more likely to talk to each other and forget about the person on the video screen and the person on the speaker phone. Likewise, it’s easier to enter the conversation as a distributed participant using video than audio only because your visual presence makes it easier to get people’s attention.

我们一直在寻找新的方法来解决这一点,但往往我们自己的团队遇到偏见为那些谁是实际存在过那些谁是远程连接。  The most powerful tool for this is awareness. We need to remember to be more inclusive and give everyone the opportunity to contribute to the conversation. Practice eye contact with people on video, gently pause a passionate conversation and ask the more quiet participants to chime in. It also helps to equalize “presence’ by having everyone call into the video conference or conference call individually – which we are seeing now during the COVID-19 crisis.

3.安排一致的会议来帮助远程团队成员进行联系

与同事偶然相遇,不仅我们目前的处境也是我们目前的技术仍然是有限的。 We have learned that having consistent meetings where people can connect in both formal and informal ways is critical for fostering team cohesion. Our team has weekly meetings to provide this structure – and we make them long enough to allow for technology connection hiccups, sharing of project work, and some time for catching up on personal news or life stage celebrations like engagements or new babies.

我们还不定期举办“社会时间”和我的一些队员现在都持有虚拟的“工作室小时”,他们登录到视频要和每一个,即使它们都集中在个人的工作等连接的一致的“虫洞”。每支球队都需要思考什么可能是最适合自己的,但极端的分配过程中,你会想要更多的这些检查点的比你所需要的协作团队。

4.分享在整个团队中的24/7负担

我们将永远无法改变我们人类的生理节律,尽管我们有些人可能是早期鸟类和其他夜猫子。 Time separation on a global team presents one of the biggest physical, cognitive and emotional challenges. In the past we used to always default to meeting during the work day in Grand Rapids, Mich. (U.S. Eastern Time) because that is where most people are based and make our Asia team members stay up late.

但是,我们意识到,这是建立在团队的失衡,这是不公平的给大家。所以,几年前,我们开始在世界各地旋转我们的会议日程。 Every month, each team member now has one evening, one mid-day, and one early morning meeting, and misses one meeting that falls in the middle of their night. No team member is expected to attend a team meeting between 10 pm and 7 am.

5.投资于使团队一起定期节奏,培育团队凝聚力

我知道这是不是一种选择,现在由于COVID-19旅行限制,但我们都在学习的第一手资料,没有工具可以替代在同一个房间一起。 I bring my globally dispersed team together every nine months for team workshops, which have proven invaluable for renewing personal ties, building trust, and having unmediated and embodied experiences together. I have three rules for these workshops: We should build something together, we should learn something together, and we should have plenty of informal, social time.

我也用这些时间对于我们团队的战略讨论或决策的参与,因为它更有效地达到约复杂的问题比对,当我们在同一个房间。当我们能够再次出差,我知道这些队仪式的费用马刺我们的团队对分布的长期表现。 A smart travel strategy is a necessary component for a high-performing, globally-integrated team. Think about how you can reignite your team’s bond when this current crisis comes to an end.

所有的这些方法加起来增加我们球队的同情对彼此。  This compassion fuels trust, engagement and collaboration – and drives our business forward.


通过培训一位人类学家,唐娜·弗林引领全球Steelcase的工作台期货组,一个研究小组,围绕见解创新探析到人们如何工作。


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