> have 1 team meeting for few hours Wednesday afternoon
This is really old-school (coming from a 40-plus!) and just doesn't work anymore.
What if I have more than a few direct reports or multiple teams?
When exactly is "Wednesday afternoon" for global teammates?
How do I share this temporal, ad-hoc conversation with team members who can't call in when I decide "n O'Clock on Wednesdays is forced bonding time"?
The overall sentiment is good and I completely agree of about geniunely caring for your team members, but synchronous, in-person communication just doesn't scale for remote teams.
This advice also seriously conflates all the different roles a manager fills into combined interactions. You shouldn't be discussing status reports, career planning, personal issues and shooting the sh!t in the same forum, especially all-hands.
Finally, email is terrible for surfacing actionable steps from meetings. There's no ownership or deadline and you will already be buried under a huge mountain of emails.
Will another tool solve structural issues with your remote team? Absolutely Not.
Do you need another tool to manage remote teams? Maybe; at the very least you need to tweak the tools you already use.
How many people you are supporting in the organization you are leading? Do you micromanage them all or you fo you have team leaders/department heads? How about hiring few project managers and forming a PMO office to take care of all the deadlines and actually manage the projects? I am sure there is a new shiny app out there for all this...
Comments
This is really old-school (coming from a 40-plus!) and just doesn't work anymore.
What if I have more than a few direct reports or multiple teams?
When exactly is "Wednesday afternoon" for global teammates?
How do I share this temporal, ad-hoc conversation with team members who can't call in when I decide "n O'Clock on Wednesdays is forced bonding time"?
The overall sentiment is good and I completely agree of about geniunely caring for your team members, but synchronous, in-person communication just doesn't scale for remote teams.
This advice also seriously conflates all the different roles a manager fills into combined interactions. You shouldn't be discussing status reports, career planning, personal issues and shooting the sh!t in the same forum, especially all-hands.
Finally, email is terrible for surfacing actionable steps from meetings. There's no ownership or deadline and you will already be buried under a huge mountain of emails.
Will another tool solve structural issues with your remote team? Absolutely Not.
Do you need another tool to manage remote teams? Maybe; at the very least you need to tweak the tools you already use.
How many people you are supporting in the organization you are leading? Do you micromanage them all or you fo you have team leaders/department heads? How about hiring few project managers and forming a PMO office to take care of all the deadlines and actually manage the projects? I am sure there is a new shiny app out there for all this...