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Panel Discussions
Virtual, and In-person Events for Remote Teams
Human connection and relationship building experience are the #1 reason people attend events. Many people attend events not just for the content, but for the opportunity to meet and interact with other attendees (and speakers) with similar interests. Also, there is no other medium that expresses the nuances of communication better than face-to-face interactions. Postures, gestures, facial expressions, and eye movements are best translated live, and essential for virtual interactions.
Other than reasons attributed to the pandemic, organizations often choose virtual events because resources such as time and money may be at a premium. Virtual events can be deployed quickly with a significant cost reduction.
Hybrid events are the best of both worlds. Some of the participants are able to attend face-to-face while others are “brought in virtually”, thus adding to the benefit of the overall interaction.
Allowing attendees to participate from wherever they sit in the world – either in-person or online – offers everyone flexibility and convenience and allows you to expand your impact regardless of geography.
Join us as we discuss the power of events and discover unique ways to connect your organization virtually or in person.
Other than reasons attributed to the pandemic, organizations often choose virtual events because resources such as time and money may be at a premium. Virtual events can be deployed quickly with a significant cost reduction.
Hybrid events are the best of both worlds. Some of the participants are able to attend face-to-face while others are “brought in virtually”, thus adding to the benefit of the overall interaction.
Allowing attendees to participate from wherever they sit in the world – either in-person or online – offers everyone flexibility and convenience and allows you to expand your impact regardless of geography.
Join us as we discuss the power of events and discover unique ways to connect your organization virtually or in person.
Diversity, Inclusion, and Hiring Remote Teams
Building a diverse, distributed team is by far one of the greatest challenges facing companies today. On one hand, remote work breaks down geographic barriers giving us access to global talent. On the other, disconnection amongst your people can lead to low engagement, isolation, and burnout.
Recruiting and onboarding new members to remote teams has to be a dialed in process where organizations can accommodate their employees needs while simultaneously not assuming their employees will have the courage to ask to be accommodated. Anticipatory care is stronger than reactive care.
And finally, equality of opportunity to perform and be included in conversation is a must. Our teams have to feel connected to each other, beyond the slack channel. The output of an inclusively designed team adds efficiency, improves the overall chances of success for a business, and most importantly, adds another measure of resilience.
Join us on November 10th for chapter three of our remote work series and hear from our next round of amazing speakers Rick Hammell, Founder and CEO at Atlas, Anas Radouani, Global employment advisor and Remote work advocate at Remote, and and James “Jay” Guilford Leadership Strategist, DEI Trainer and Executive Coach.
Recruiting and onboarding new members to remote teams has to be a dialed in process where organizations can accommodate their employees needs while simultaneously not assuming their employees will have the courage to ask to be accommodated. Anticipatory care is stronger than reactive care.
And finally, equality of opportunity to perform and be included in conversation is a must. Our teams have to feel connected to each other, beyond the slack channel. The output of an inclusively designed team adds efficiency, improves the overall chances of success for a business, and most importantly, adds another measure of resilience.
Join us on November 10th for chapter three of our remote work series and hear from our next round of amazing speakers Rick Hammell, Founder and CEO at Atlas, Anas Radouani, Global employment advisor and Remote work advocate at Remote, and and James “Jay” Guilford Leadership Strategist, DEI Trainer and Executive Coach.
Leading and Engaging Remote Teams
It may not be widely known that heading into this pandemic about a quarter of the workforce in the Unites States already worked from home – at least a portion of the time. So, it is safe to say we can glean a few valuable tips from managers already exhibiting these best practices.
Managers need to understand factors that can make remote work especially demanding. Otherwise high-performing employees may experience declines in job performance and engagement when they begin working remotely, especially in the absence of preparation and training.
That said, the majority of many well intentioned organizations are made up of already actively or passively disengaged employees. So, imagine how working remotely impacts their level of engagement, performance, and connection to the mission?
Join us for chapter 2 of our 4 part panel series where we discuss the most pressing topics in remote work.
**What We’ll Discuss:**
How would you define a leader?
Zoom exhaustion, how to handle it? Cameras on or off?
What do you find is a great way to create ‘water cooler’ moments remotely? How do you continue ‘water cooler’ conversations / check-ins with your colleagues, customers, or stakeholders? what other activities could a team try to use?
What goals or KPIs are you setting for your teams? and How often do you measure them?
How are companies celebrating their employees success? How are managers re-motivating teams when objectives are not met?
How do you encourage communication and collaboration?
Managers need to understand factors that can make remote work especially demanding. Otherwise high-performing employees may experience declines in job performance and engagement when they begin working remotely, especially in the absence of preparation and training.
That said, the majority of many well intentioned organizations are made up of already actively or passively disengaged employees. So, imagine how working remotely impacts their level of engagement, performance, and connection to the mission?
Join us for chapter 2 of our 4 part panel series where we discuss the most pressing topics in remote work.
**What We’ll Discuss:**
How would you define a leader?
Zoom exhaustion, how to handle it? Cameras on or off?
What do you find is a great way to create ‘water cooler’ moments remotely? How do you continue ‘water cooler’ conversations / check-ins with your colleagues, customers, or stakeholders? what other activities could a team try to use?
What goals or KPIs are you setting for your teams? and How often do you measure them?
How are companies celebrating their employees success? How are managers re-motivating teams when objectives are not met?
How do you encourage communication and collaboration?
Building Company Culture for Remote Teams
We all know that company culture hugely impacts employee experience, retention and talent acquisition. But not taking time to reevaluate it post-pandemic is how cracks will start to show in the performance of our teams. With no centralized, in-person office hub, a positive company culture can be quite difficult to achieve. But connection to colleagues and the company’s vision is what keeps employees from leaving. As the new normal sets in, one thing is abundantly clear, 81% of employees are more loyal to companies offering flexible work options.
Questions to reflect on when thinking about your own company culture:
What is the culture we have now? Make a list of how people act and treat each other both good and bad.
What is the culture we want to create? Make a list.
If this were the worst, most toxic place on the planet to work. What would the culture look like? Make a list so you can start thinking about the opposites.
What would the culture look like if we were to become the employer of choice?
What are the culture deficiencies in our business that are preventing us from being high performance versus high maintenance?
What are the beliefs employees must have that have led to the culture we now have?
What are the new beliefs employees must have to construct our new vision of how we treat each other and work together?
What are the specific rituals we can create which will help reinforce and memorialize our new culture?
What are the difficult conversations I need to have to reset our culture and create a high performance team?
Questions to reflect on when thinking about your own company culture:
What is the culture we have now? Make a list of how people act and treat each other both good and bad.
What is the culture we want to create? Make a list.
If this were the worst, most toxic place on the planet to work. What would the culture look like? Make a list so you can start thinking about the opposites.
What would the culture look like if we were to become the employer of choice?
What are the culture deficiencies in our business that are preventing us from being high performance versus high maintenance?
What are the beliefs employees must have that have led to the culture we now have?
What are the new beliefs employees must have to construct our new vision of how we treat each other and work together?
What are the specific rituals we can create which will help reinforce and memorialize our new culture?
What are the difficult conversations I need to have to reset our culture and create a high performance team?
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