This one is for the managers and leaders.

5 Comments

1. AnonymousOctober 20,2022 at 3:49PM UTC

   I have 1-on1's with all of my team members as well as my boss on a weekly basis. That face-to-face time, although virtual, is really important. We connect on personal items (kids, family, weekend plans, etc.) and then tackle our agenda. We also utilize a performance management platform that track's 1-on1's with a shared agenda, mutual feedback, and next steps.

2. Sarah KebeaOctober 20,2022 at 6:52PM UTC

   This is a great process to have! 1-1s are so important in order to be aligned throughout the week. Thank you for sharing!

3. Barb HansenOctober 20,2022 at 7:02PM UTC

   I have worked with remote teams for years.

   I have weekly 1-on-1 with all direct reports employees and contractors. These meetings tend to be more focused on removing blocks and moving projects forward. Sometimes we'll brainstorm new ideas and If we have nothing specific to chat about, we keep things short and chat about whatever, but I always have the meeting.

   Each direct report is different so sometimes, I'll push those weekly 1-on-1's to a twice monthly (if it's a person not facing any issues) or twice weekly (if someone is struggling with a new project or just needs more support).

   I have short daily (or weekly) stand-ups with the teams that report to me (short as in 10 to 15 minutes). These meetings follow the agile daily stand-up methodology - what am I working on, what blocks do I have and what help do I need from the team. I follow the same format so my teams know what I'm working on as well.

   I have monthly or quarterly 1-on-1's with all employees/contractors in my reporting structure, depending on the size of the team. I treat these meetings are mentoring sessions where we talk about career planning, goal setting, and feature/product ideas they have that they haven't presented. I ask them what they need to complete their work and to grow in their careers and I work on their suggestions (where possible).

   We try to have one day a month where teams and individuals can work on passion projects - whether that be for the company or for themselves. We have specific language regarding these days that the company holds no intellectual property rights to ideas generated on company time during these "free idea days."

   I discourage after-hour work unless a person is time-shifting, so no emailing or slacking after hours unless it's a real "things are on fire" emergency.

   I encourage that all asynchronous conversation go into Slack, but if you need an answer from someone immediately pick up the phone (or send a DM in slack).

   We try to limit emails.

   I use open slack channels, other than internal executive chatter that is invite-only, all slack channels are open for anyone to read and interact with.

   And we have fun/non-work slack channels:

   -what I did this weekend,

   -funny memes,

   -non-work asks of the team like "my sourdough bread didn't rise can one of the bakers on the team help me"

   FYI - the non-work asks slack channel is always quite busy and I've found it's a great way to promote interaction between team members. If my sourdough bread doesn't rise and someone on the team can help me, they are now my friend :)

4. Julie HumbirdOctober 20,2022 at 9:27PM UTC

   I've worked from home and managed remote teams for 15+ years. Our deadlines ultimately keep us engaged. We have regular check-ins every other week and we start our weekly team meeting with 15 minutes of health talk. We are also active in a group chat pretty much all day. We use it to get help or just share pet photos.

5. AnonymousOctober 21,2022 at 9:17PM UTC

   Carve out the time to get to know your ees and understand their psychology and what makes them tick.
   Find out what their motivations are. Even use team meetings to get their buy in on certain decisions. Recognize them periodically when they do extraordinary things and on a quarterly basis host onsite and or offsite team building exercises. It’s all about learning your people and continuing to boost morale by setting the example and be the type of leader that you yourself would want to work for. Some bosses get so caught up in work work work to the extent that they stop seeing their ees as individuals instead of a machine. Recognize them for their individual strengths and nurture that for their growth and they will melt like putty and be loyal and greatful for your suppprt….works everytime….also be the bigger person and apologize when you are wrong.