Working Agreements For Remote Teams

It is important that the team explicitly indicates, accepts and respects the schedules of each team member. All important team meetings, such as iteration events. B, should be scheduled at an hour of the day that is not outside of these basic work hours, or at least the timing is done in turn, so that no team member is constantly disadvantaged. When a team is trained in the asynchronous, the presence becomes secondary to do the work. If everyone is “on the right track” by default and has extensive documentation on best practices, they should not have to interrupt things to get things done. But sometimes someone will get stuck in the team without the information they need, or something can be really urgent. In these cases, it is useful to know who is available and when, what are the best and what to do in an emergency. Another thought is how remote team members can be informed about decisions made throughout the organization. It seems that there can never be too much communication about the state of the company and what is most important. Efforts must be made to provide these updates at appropriate team events, such as daily stand-ups or iteration planning. One option we have observed is to extend the system demonstration to include an all-hands element that provides an update of the organization processes. Another approach is to create a “Buddy System” in which someone on the main site takes responsibility for updating team members remotely on things they may have missed. This can be done on a rotational basis.

Phil Montero, founder of The Anywhere Office, introduced me to a system he developed to create team agreements: the ICC Workflow. The idea is to divide the work into three categories (information, communication and cooperation) and to discuss the hypotheses relating to these categories. The discussion of a remote team agreement is more important now that all families are working together from home. This is a new category of remote work and requires a little more empathy than we could have had in 2017. From my own experience, I have discovered that one of the most effective ways for teams to achieve their goals, regardless of the circumstances, if I give the team autonomy in developing policies that allow them to self-manage. It is then the manager`s responsibility to communicate clear deadlines and objectives and to verify that they are being met.

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