Quelles sont les meilleures stratégies de motivation d’équipe virtuelle pour les leaders?

Leading virtual teams requires even more emotional intelligence from leaders and more focus on team members wellbeing, I think. Creating psychological safety and an inclusive working environment where everyone can participate, be heard and contribute, is quite an important factor for motivating virtual teams. Have a systemic approach to online team meetings and 1:1 interactions between team members also crucial, I think. I think for agile teams the ceremonies - dailys,stand-ups, retro's, etc.- makes it easier. And do not underestimate the power of less formal touch points based on team members interests, and if it is possible to bring the team together at least twice a year or every quarter is even better to boost team motivation:)

Being unclear on roles and expectations is really the key to managing virtual teams. You are not there to see the puzzling face of everyone, you are not passing by on the desk where people can quickly stop you for questions. Spend all the time on the planning and ensure there is full understanding of the WHO, WHAT, WHEN, HOW everything should be done and your team will be set for success

I agree. Setting clear and realistic expectations is crucial to motivate a team. As leaders, we MUST ensure that every team member understands their individual role and overall objectives. Clarity is key. Best regards.

This needs to be a two-way street. Leaders should also be very clear as to what the team can expect from them. Whether that's respect for working hours, only criticizing privately, or that your door is always open, it is just as important for the team to know what they can expect from leadership.

When setting clear expectations, consider that - in a virtual work environment - it is more important to articulate expectations that you may not have to in person. Things like: 1. Common hours that the team will be online together, 2. How the team will communicate with one another (formally by scheduling meetings? Reaching out via Slack? Having an open hours?) 3. How to best share information (what goes in email, message, what requires a quick call?)? Additionally, I have found it useful to lay out an “about me” guide, and have the team members do likewise. A simple 8-10 question common survey can fuel conversation, connection, and help set right expectations as you work together as a team.

"What does good look like?" is a key question I use regularly - it's a great coaching question and one you should be clear on when it comes to setting expectations. Objective setting should not be done in isolation or in silos but, as had already been said, as a cascading approach across the organisation, so that there is total alignment with the company vision, values and strategy.

In virtual teams, feedback about team processes is gold. Beyond setting clear objectives, team process feedback on how the team is doing has been proven to boost performance, especially for less motivated team members (Geister and al., 2006). Regular updates about the team's situation enhance motivation, satisfaction, and overall output. However, one-size-fits-all approaches might not work; different team members have varied needs. While some benefit from frequent quick check-ins, others might only require bimonthly meetings. Thus, leaders should personalize their communication and feedback methods to best suit each team member's preferences.

Here's an example of how this might work for a LDC client: Imagine that your client is leading a remote team tasked with a major software update rollout. First, guide them to map out every step of the project using a visual task management tool (Asana). Each task should be clearly defined using the SMART criteria. Then schedule bi-weekly check-ins and track progress. Every team member should be aware of how this software update aligns with the company's broader goals, maybe through a meeting explaining the update's significance. Throughout the project, open channels of communication should be maintained, and upon successful completion, a remote team recognition event can be held to celebrate the achievement. Always celebrate success!

It’s easy for teams to get stuck in miscommunication and conflict. Teams that thrive are proactive and plan for the stop. Clarity always wins. Weekly “heads and tails” meetings allow the team to align on priority/project/change and continuously check in on what’s working and what’s not working to keep the team in constant flow The quicker a team can shift, the quicker they get back into production (results).

Totally agree on this one! If the team have zero idea what the vision of the founders are, and how they're expected to contribute, they're lost! I have seen this many times in my industry and I work with leaders daily to ensure that they're clearly communicating expectations and measurables. The simplest approach is this: 1. identify KPI's for each team 2. break it down into tasks 3. allocate resources 4. give them kpi's 5. keep it all documented and report on it weekly!

In my experience, regular and meaningful recognition comes from REFLECTION, CONNECTION, and DEFINITION. REFLECTION: As a leader in a virtual environment, it is important to keep your team front of mind. Create a regular rhythm to reflect on the contribution of each team member. CONNECTION: Understand what motivates your team member and consider this in the form of recognition that you choose. Have a team member that hates public attention? A shout out on a team call probably won’t feel like recognition :) DEFINITION: Be specific about their contribution and the impact it had on you and others.

A well-timed "thank you" for contribution X or "congratulations" on achievement or milestone Y goes a LONG way. This creates a connection across the team and let's people know that the team is an engaging and positive "place" to be.

Regularly having virtual meetings with teams and inculcating a culture where in the virtual meetings performing team members are recognised and appreciated openly and publicly is a great morale booster. And if a team member needs to be corrected in any particular area, doing it in private with a one to one meeting is essential. The mistake of firing a team member in front of others is a big mistake because the team member is operating from home and it is not only other team members who observe this kind of an interaction, it is also the family members of the team who witness it. And it affects the self esteem of a team member adversely. And once a team member's self esteem gets affected adversely, it means you have lost the team member.

I love the idea of providing recognition to meaningful team members. However... what is meaningful recognition to them? How do they want to be celebrated or recognized? Consider asking your team this. Not everyone wants a pizza party or 10$ gift card.

For virtual teams, regular and meaningful recognition is essential. Such acknowledgment can greatly enhance a team's collective efficacy, or the shared belief that they can successfully accomplish their goals. While individual self-confidence plays a role, it's crucial for team members to also possess a robust confidence in the team's collective abilities. Studies, including those by Tasa and Taggar in 2007, have shown it directly influences teamwork behaviors. Furthermore, research by Watson and colleagues in 2001 confirmed its positive impact on team performance. In essence, when a team truly believes they can win, they increase their odds of doing so.

Indeed! Recognize the efforts of your team members. Celebrating achievements, no matter how small, can be a big motivator. Let them feel that you really care. Best regards.

Recognition, that truly makes a team member feel valued can be given in compassionte feedback. Don't just say ' great job'. Tell them hat they did well and why you appreciate them for it. You can even build in fun dopamine reward systems for big goals and really elevate the team for doing well as a collective!

Timeliness is another facet that adds depth to recognition. It's about not waiting for milestones to pass but celebrating the small victories and efforts along the way. In a virtual environment, where physical cues are absent, timely recognition becomes even more crucial, providing a constant stream of motivation and validation.

Recognition as important as it is, can be tricky to handle in team with diverse set of individuals. People leaders can use different approaches in a virtual environment to recognise team and team members. 🚩My favourite recognition is to celebrate milestones, good performance, great feedback together on team calls. Most leaders schedule a monthly recurring call, with a clear agenda including recognition, appreciation, updates, etc. Leaders should be aware of personal preferences while recognising team members publicly, as some people don’t enjoy the spotlight. 💡 Recognising mental well-being is one of the more crucial priorities for leaders. Recognition can be in form of time off, or a break to energise our mind 💡😇

Use agile ceremonies like "Sprint Retrospectives" to celebrate achievements and identify areas for improvement, fostering a culture of continuous recognition.

It may seem counterintuitive but don't make it a requirement that cameras be on during team meetings. Mandating this communicates distrust among your employees. Beyond that, with employees working from home (or wherever), they may not want you to see the personal things going on in the background (pets, kids, elderly parents, laundry on the office chair, etc). By giving your team the option to keep their cameras off, you're communicating that you trust them to do the job they were hired to do regardless of whether or not you can "see" their work being done.

Psychological safety is essential. One of the primary drivers for creating it is supportive leadership, which includes displaying trustworthiness, inclusiveness, and openness. Leaders who encourage participation and consistently provide clear direction instill confidence in team members, allowing them to take risks and communicate freely. Also, a positive organizational culture that emphasizes diversity practices, and employee support heightens perceptions of psychological safety. Team characteristics, such as shared rewards and aligned goals, also positively impact the sense of security. In a word, admit when you're making mistakes, encourage others to voice concerns, and thank them if they have the courage to not go your way.

One of the concerns raised to me by remote employees is a concern about missing information that stems from in-person conversations that take place after the actual meeting, in the hallways or just in passing. Be sure that these conversations don't drive decision making as the remote members of your team have not had the opportunity to provide input. One way to offset this is to implement what I've seen called "water cooler" conversations. These are informal blocks of time added to the end of a meeting, or scheduled independently on an optional basis where whomever wants to can join and contribute. This provides a similar forum to post-meeting and in-passing conversations.

When I meet with my team, either as group call or for a 1:1, I always have my camera on (even if I'm not 100% "camera ready") but I do not require my team members to have their camera on. We have a TEAMs chat to keep connected and I make it a point that whenever possible, my team hears from me first on any updates or decisions.

Yes, it is true. According to Abraham Maslow, belongingness is part of the Hierarchy of Needs. The theory states that after physiological and safety needs are addressed, individuals seek relationships and connections with others. This can be in the form of friendships, familial bonds, romantic relationships, and affiliations with groups or communities. A sense of belonging and being loved gives people a feeling of acceptance and validation. Allowing people feel they belong is powerful within great organizations. Best regards.

Remember, any cultural shift begins at the top. Leaders must not only voice support for an inclusive culture but also embody it. They should lead by example, display inclusive behaviors, and continuously emphasize the importance of the organization's values and success.

Instead of just trying to make people excited to work, leaders should help the team feel like they are working for a good reason and share the same important beliefs. When everyone knows why their work matters and how it fits with the company's mission, it makes them more motivated. Also, it's important to give team members the tools they need to do their jobs well & let them work together effectively. Motivation in virtual teams is stronger when people feel like they are part of something important/ bigger picture & believe in the goals they're working toward together.

Trust come from developing relationships where the other person feels seen and heard. This starts with listeniing first. Understanding what your team members want, why are they working with you, what motivtes them? Next I would work on finding common ground, getting on their level. Then I would do what I can to support them, before asking anything of them. This slowly builds a foundation of trust. The team members feel heard, seen and that you actually care about their success, not just the companies.

An easy way to drive meaningful connection that leads to a sense of belonging and trust is to start your virtual meetings with "Connection Before Content". We start all of our meetings with the question, "How are you arriving?". We encourage people to share an honest check in. Part of that is creating psychological safety by acknowledging and validating however they arrive. Knowing people, creating a little space for them to share, develops genuine connection even on line.

Belonging is the compass that guides individuals to feel like an integral part of something greater than themselves. Team members must know they are not alone in their endeavors. Trust, on the other hand, is the currency of effective collaboration in a virtual setting. It's built through open communication, transparency, and the consistent demonstration of reliability. Encouraging open feedback is a powerful tool for weaving the fabric of trust. It shows that your team's voices matter and that their perspectives are valued.

This one hits me because I can relate to this as a hungry leader. As leaders, we have to be aware of the people on our team who are hungry to grow and help support them in this area. When a young leader feels supported in their growth and not discouraged that they have initiative to grow they will always remember the leader who helped them get where they wanted to go. We have to stop trying to hold people back and put them into boxes because we are afraid we may lose them or that they may grow farther than we do. You will lose them more often if you don’t support them. I wrote this quote just from an experience I had “If you aren’t prepared to let them grow be prepared to let them go.”

Opportunities for learning and development are not restricted to structured courses, workshops or even the presence of an LMS - think outside of the box about how you can develop the skills, behaviours and knowledge the individuals in your team. Additionally, give them the TIME to develop. An hour every Friday, for example, to explore, to learn, to read (and reflect on this time in your following 121s) - you'll be rewarded multiple times over!

As much as 70% of learning happens on the job. Here are 3 tools to in a remote environment to fuel on the job learning: 1. Virtual shadowing: allow team members to shadow calls, meetings, and events that they otherwise might not have attended. Consider inviting them to watch a more seasoned colleague at work. 2. Local networking: we all know how important your network can be in extending your knowledge and capabilities. Encourage participation in a local association or meet up in their expertise area to fuel ongoing learning. Allow them to use work time, and share learnings with the team. 3. Encourage pre / post-mortems: where teams talk about what could (or did) go right or wrong, this can help fuel learning for those participating.

I agree. Encouraging learning and development within an organization not only boosts employee skills and performance but also enhances job satisfaction and retention. By investing in the growth and development of your employees, you’re not just improving their skills but also signaling that the organization values them, which can significantly boost morale and productivity. Best regards.

To me, these are two of the most vital aspects of an organization that are not seriously taken into consideration. With advancements in AI and many new technologies surfacing daily, people will be required to learn many new tools to help them do their jobs well in the future. Organizations should begin embracing this mindset immediately. When ChatGPT first took off I heard many leaders complaining about it and viewing it negatively. These same leaders run companies where employees spend 40% of their day doing manual administrative tasks such as replying to emails, logging tasks, etc. All of these things could be automated or simplified, allowing team members to do deeper, more meaningful work.

With every new team members my leaders bring on board we set them development plans. That includes; - acknowledging skill gaps ( and planning to fill them) -understanding strengths ( and helping them utilize them) - having optional coaching to help them get unstuck, reflect regularly and manage their emotions better.

Encouraging learning and development isn't merely a checkbox on a manager's to-do list; it's a dynamic process that requires a supportive environment. This means providing opportunities for growth, whether through training programs that cater to specific skill gaps, coaching sessions that offer personalized guidance, mentorship relationships that inspire and guide, or peer-to-peer learning that fosters a culture of collaboration. By offering these avenues of growth, you demonstrate your investment in your team's potential and convey that their professional development is a priority.

Promoting life long learning is being fit for future. Up skilling, re skilling is the mantra to plan for the future. 🍀 Learning is not just to improve performance in the current role, rather to be ready for what’s to come. People leaders need to lead by example, take personal interest in development & skilling of team members. Use existing digital learning platforms, creating personalise learning paths, is crucial for teams high performance 🚩💡

Empowering team members is at the top of my priority list as a people leader. 🍀 By building trust, delegating responsibility, empowering the gift of freedom, accountability, space to make mistakes and backing your team members, every people leader can build life long relationships, create successors, next generation leaders. The process needs to be neutral, clear, inclusive. 🚀

Learn to delegate to your next generation of leaders - give them a project / task and have them manage it. Start with small individual projects - move up to more complex projects requiring management of small groups of interdependent co-workers. Learning the concepts f project management and the concepts of authority, responsibility and accountability will motivate those team members yearning for a challenge. However - it may scare / debilitate those team members who are more of the "follower" mindset. Extra care must be taken to create a safe and coaching space for them to grow.

Quality conversations with the team are essential. They build trust, address concerns, and help leaders understand team needs better. By truly listening, leaders can foster stronger connections and better team dynamics.

I find this strategy very useful. Empowering your team can yield a multitude of benefits for an organization. When team members feel trusted and valued, there’s a marked increase in productivity as they take initiative and work more efficiently. This sense of empowerment also fosters innovation, with employees more inclined to share fresh ideas and solutions. Moreover, when employees feel empowered, they experience higher job satisfaction, leading to improved retention rates. Best regards.

Developing the team to think creatively is a culture a leader needs to develop. In a virtual work environment it is all the more important that teams feel valued because the physical face to face immediate encouragement is limited. So instead of offering solutions, encouraging team members to come up with solutions on their own, allowing them to make mistakes, being patient are some of the traits good leaders need to have while leading virtual teams.

Consider reading "Empowered" by Marty Cagan. Marty writes about the differences between an Empowered Product Team and a Product Team that simply listens to upper-level management to create features. The empowered team listens to their customers to create features that are needed. The unempowered team creates features based on what upper-level management thinks the product needs. Guess what? Over 80% of features on any product go completely unused. Hah. What a great investment, huh? Billions of dollars a year in the United States goes to waste creating product features that are not needed because teams are not empowered or trusted to make intelligent risks or decisions.

Always ask your team what works for them and invite them to be part of co-creating what a connected and engaged remote team looks, feels and acts like. Leaders feel so much responsibility to have all the answers and motivate their teams, they can sometimes forget that this can disempower and disengage the team. Being given choice in imagining and designing supportive team systems and norms can both empower and energize your team.

Empowerment and involvement are the catalysts that fuel a sense of confidence and autonomy within your team. When team members are entrusted with decision-making and problem-solving, it sends a powerful message: you believe in their judgment, respect their expertise, and value their perspectives. It fosters a sense of ownership, where they no longer view their tasks as obligations but as contributions to a shared vision.

What comes up for me here is the Platinum rule (treat others as they want to be treated) rather than the Golden one (treat others as you want to be treated). We are all unique. Our varied backgrounds, experiences, and identities mean we have different needs. A key leadership skill and practice is adapting to the individual in front of you and asking questions to increase understanding rather than making assumptions based on your own experience, background, and identity.

Don't fall into the trap of managing everyone the same way; each person has different goals and motivations. It's crucial to recognize the uniqueness of each team member. Be flexible and adaptable in your motivation strategies.

Effective team strategies require continuous monitoring and adjustments. The study by Zhou and al. (2018) from Stanford underscores that ideal team structures are not universal; different teams flourish under different conditions. Their DreamTeam system emphasizes the significance of exploring various team structures and adapting based on real-time feedback. This approach led to remarkable performance improvements when compared to conventional methods. A key takeaway is the need to strike a balance between maintaining current strategies and exploring new ones, without overwhelming the team. In practice, leaders should be open to iterative refinements, understanding that the best teams evolve over time through constant tweaks.

I agree. An organization can adjust its motivation strategies by continuously assessing and soliciting feedback on current practices, ensuring they align with evolving employee needs and organizational goals. By utilizing tools like surveys, focus groups, and performance metrics, leadership can gain insights into areas of improvement. This data-driven approach, coupled with an understanding of contemporary motivational theories and industry trends, allows for the crafting of tailored incentives, training programs, and recognition systems. Regularly revisiting and refining these strategies ensures they remain relevant, fostering a dynamic environment where employee engagement and satisfaction are prioritized. Best regards.

In my experience, the most valuable tool I have is a 3 slide “About Me” deck that all team members complete, and all members can reference. Slide 1: covers a personal bio and how the team member spends their time outside of work and with who. This allows personal connection and potential points of interest between team members. Slide 2: work preferences that help the team get a peek into pet peeves, how the team member does their best work, and what the team can do to best help or hinder their teammates performance. Slide 3: Here I conclude with about ten preferences that help fuel recognition (do you prefer a shout out, personal note, or gift?) and surprise gift giving or celebration tools (eg favorite genre of book and music?)

Although it may sound idealistic & whilst there may be certain company sensitive decisions or info. that cannot be shared with teams always, from my personal experience as a people leader over the years, the underpinning factor to manage & motivate teams is being honest, truthful & respectful with your crew in every single interaction you may have with them, big or small, good news or bad, accolades or brickbats. We need to be human as much we need to be a professional. It’s that basic. Over communicate & follow it up with intentional action to eliminate distrust, fear or doubt. Don’t risk fooling people. People are smart & they can smell a cover up or glib talk from a mile away but will respond and reciprocate to genuine truthfulness.

Virtual team members often contend with distractions and blurred work-life boundaries. Therefore, leaders must set clear objectives, maintain consistent communication, and provide the necessary support. To effectively motivate your virtual team, emphasize: - Effective Communication: Foster open, frequent, and transparent communication to align everyone's efforts. - Empowerment: Delegate decision-making and ownership, empowering team members to manage their tasks independently. - Recognition and Development: Celebrate accomplishments and offer skill-enhancing opportunities to boost enthusiasm and motivation.

In my experience having genuine 1-1 conversations with each of your team member minimum each quarter with the only agenda to listen and understand helps to build strong connection and bond

Sharing a quick, practical tip for those leading virtual teams. Make time for the human element, the "hall way conversations" in your virtual meetings. Why? Because teams are made up of people who are social by nature and one of the top things people miss in a virtual setting is connection. Start meetings by checking in with your team - don't dive straight into the agenda. Organize virtual coffees and hangouts, call experts who can help you relax and connect as a team. In short find a way to stay connected and understand where each of your team members is at.

When it comes to virtual team motivation strategies, leaders must embrace diverse approaches to inspire and engage their remote teams. While traditional methods like recognition and rewards hold value, my controversial opinion is that fostering a sense of purpose and autonomy can be more impactful. For instance, empowering team members to take ownership of their work and encouraging them to contribute their unique ideas and perspectives can ignite intrinsic motivation. Additionally, establishing clear goals and providing regular feedback and support through virtual platforms can keep team members motivated and connected.

Virtual team motivation hinges on 3 values: 1. TRUST: You, as a leader, should trust your team members to work effectively, regardless of their location. This includes giving team members the autonomy to work independently and trusting them to meet deadlines and deliver results. 2. EMPATHY: As a leader, you can be cognizant of the unique challenges that come with working in a hybrid environment. Your being empathetic means being aware of the potential impact of remote work on mental health and wellbeing. 3. FLEXIBILITY: You, as a leader, should be flexible in your approach to work. Keeping in mind the unique challenges, you can allow your team members to work in a way that best suits their situation. Intrinsic + Operational = Motivation.

On top of the above strategist, I recommend more points that will help engage with the team more deeper, that will include; - 1:1 Sessions: Tailored interactions to understand individual goals, inspiration and overall development ( a bit of coaching style) - Online Team Activities: Break routine and foster camaraderie. - Diverse Assignments: Engage teams with varied tasks. - Cross-functional Collaboration: Expose members to different business facets. - Open Feedback Mechanisms - Skill Development Workshops Blending these approaches, leaders can bolster motivation and unity in virtual teams.

Trust and psychological safety are two related but separate concepts that remote managers need to master. Trust is will you give others the benefit of the doubt, psychological safety is will others give you the benefit of the doubt when you put yourself out there. You can't have one of these things without the other and each takes time and practice to build - and moments to destroy. Be intentional about your influence and impact in building trust and psychological safety to engage your teams and unlock higher performance both in the office and remotely.

Transitioning to remote leadership means tapping into unconscious competencies previously employed in co-located teams. In face-to-face settings, leaders often use unspoken cues to guide teams. These subtle triggers can be missed in remote scenarios. A proactive approach? Design collaborative tasks for your team, both in real-time and at individual paces. This not only ensures project completion but fosters a sense of belonging. When team members feel connected, they align with common goals, boosting motivation. By harnessing unconscious skills, leaders can create cohesive, driven remote teams.