Good practices for implementing or teleworking

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7 September, 2019

Good practices for remote SDSA (Service Delivery Sinergy Anywhere) or telecommuting equipment.

Created by: Julio Jimenez and William Franca


We know that remote work has very attractive economic advantages for a company for not paying rent, decoration, coffee, cleaning services and many others. However, the difficult thing is to make a team that works remotely achieve a performance equal to a unified team in an office.

Well, this document will guide you through experiences lived in UnoWeb Colombia which is a digital agency without offices. These good practices help us maintain synergy and productivity in a 100% remote work environment.

Much, if not almost all, will also give you results in non-remote environments and best of all, is that the use of these practices helps professionals who do not have long experience in the labor market to match their results to experienced professionals

SDSA environment

The use of SDSA does not replace methodologies such as PMI, Scrum, XP or others that seek to maximize productivity through known organizational practices; SDSA works on the leadership aspect to keep teams aligned, motivated and productive. And it is based on behavioral rules that must be followed insistently.

Organizational structure

At the time of the organizational structure of your remote teams, keep in mind that in this work modality a much closer accompaniment between leader and collaborators is necessary. Therefore, consider forming compact teams, with a maximum of 5 employees for each team leader.

Tips for a good leader

Cascade mirror effect

Has it ever happened to you to have a meeting with a manager of a company and in that when entering all the people are badly gendered, rude and unfriendly and when knowing the manager in the meeting, this has the same characteristics of these people? . This is not a coincidence and it is because each team sooner or later inherits the main characteristics of its managers. The same effect also happens with positive people, that is, as a manager, you have the obligation to be what you want from your team. If you do not meet the commitments, you are late for meetings, transfer your frustrations to your team and do not treat people well, you are bitter … well, so will your team.

Simple as, Since you want your work team to be, you will have to be your first.

Contextualization

It is a good practice for every manager to contextualize their team in what they are working on, that helps even more in remote teams to have the most personal team of tasks, opens space for team ideas, motivates employees and also disseminates responsibility for Deliverables 

Take the time to explain what is the origin of the needs, especially the urgent ones, or otherwise your work team will think “The boss became creative and now I have more work that will not help at all”

Practice gratitude

The manager who believes that employees should thank him for using them is bound to fail. The right way to think and act is to be grateful to all employees for their efforts. The only real obligation of a manager is to keep his team motivated.

It is very simple, when a collaborator of your team does something better than expected or in less time than expected, thank, preferably with an audience that can listen.

Feedback 

Feedback is a powerful tool for team growth, unfortunately many managers generate the opposite effect on the team, turning this tool into simple scolding and humiliation.

Rule 1: The negative points of feedback should be personal, that is, only the manager and the person receiving the feedback should listen.

Rule 2: Always start your feedback with the positive points that the person has, remember, if the person only had negative points it probably would not be a feedback meeting, it would be a dismissal meeting.

Rule 3: If it is possible to do it in person, it is better. It will be better even if it is done in a non-corporate environment, like a coffee or because not a bar.

Rule 4: State the facts that were negative, and how they should have been done according to your point of view.

Rule 5: Keep an open mind for explanations, they can change your point of view.

Rule 6: Do not wait for a specific date to give feedback, it can be done after finishing a project, when there are deviations from the expected performance, when you get a new contract, in case of operational errors, do not limit yourself.

Do not forget that feedback is a tool that will help your employees to be aligned with the strategic objectives and contributing in the best possible way, it is not a tool to demotivate people.

Do not disturb

There is nothing worse for the performance of a collaborator, than a manager who excessively interrupts an ongoing task to request information or prioritize some other small task. We know that in many cases it is inevitable, but it is the manager’s responsibility to minimize these types of cases. It is not always possible, but when you can, accumulate points that you have to talk with your team to reduce the amount of iterations.


Micro planning 

In the case of remote work, it works best to work with micro planning, that is, managers must assign segmented tasks, that is, your cuts for control of deliverables must be constant and for every small agreed point, and not for the whole. That will help you minimize in your collaborator the human impulse to leave everything for the last hour.

Defend your team

A good manager knows that he must never “throw a partner” into the water. If someone criticizes the work of your area or a specific collaborator, defend your team publicly, and arrange the accounts individually afterwards (Dirty clothes are washed at home). Remember, the merit is always of your team, the fault is always yours.

Rules for collaborators

Notify before

If you have any unforeseen to finish a deliverable on time, let your leader know first, and not at the time you should deliver it. 

Be flexible

There is no perfect company, in which you will work without interruptions, outside mistakes, imperfect contracts, poorly initiated projects and difficult to work. Use these obstacles to learn and grow, never to victimize.

Offer scenarios

In the moments that you have to consult with your leader which option to adopt for a problem, always offer multiple scenarios, each with advantages and disadvantages.

Be structured

Before meetings and conversations, structure in your mind the ideas you need to raise, it will also help you write them as bullets in your notebook

Straight to the point

The information that will most help your leader will always be “Who / What / When”.

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