Veja como você pode liderar efetivamente uma equipe remota em software empresarial.

Leading remote teams requires a unique blend of technology and human connection. Foster trust by scheduling regular check-ins and virtual team-building activities. Set clear expectations by defining roles, using project management tools, and providing regular updates. Leverage technology for effective communication and collaboration. Foster a positive work culture by recognizing achievements, encouraging work-life balance, and investing in professional development. By implementing these strategies, you can effectively lead a remote team in enterprise software, driving productivity and achieving your goals.

One thing I think is missing from this is a must have. A remote sales force needs training and role playing to ensure these remote reps are equipped properly to ask business focused questions. 1. Understanding their customer’s problems 2. What Alternatives they have to solving them 3. Can they eloquently help their customers understand the benefits and business impact their solution can have. Being remote, you need to be really effective on calls and managers need to ensure their reps are not just talking but actively listening. Without ride alongs to train them, you have to ensure they are capable of these conversations. This will create larger deals and reduce “do nothings” and sales cycles.

Enterprise software team typical operate under remote circumstances especially if a project is cross-geo and involves multiple teams with member that have specific expertise. We live in a modern work environment so managing a work team or project involves new ways to doing business. Clear expectations of you operating in a remote environment is essential including the collaborative tooling used. Everyone participates. No time to be a wall flower in the Enterprise software business. Everybody welcomes and seeks team communication that takes important steps toward establishing team trust.

Leading a remote sales team in enterprise software is about leverage, not control. Amplify what works, cut the rest, and let your team run. The scoreboard will follow.

Managing Remote Team Effectively Is Like Walking On The Rope. To lead a remote Enterprise Sales team, start by setting clear expectations around sales targets and KPIs. For example, define quarterly goals in CRM tools like Salesforce/Hubspot. Use communication platforms like Zoom or Slack for regular check-ins. Build trust by fostering transparency—schedule weekly one-on-one sessions to review performance. Encourage collaboration by using AI-driven tools like Gong or Clari for sales insights. Monitor progress through real-time dashboards, and cultivate a strong culture by celebrating wins together in virtual meetings or hosting fun team-building activities. These are effective ways to manage remote teams.

Managing a remote team in the Enterprise Software sector necessitates a combination of strategic foresight, clear communication, and appropriate technological resources. Consistent video conferences and instant messaging applications such as Slack or Microsoft Teams are vital for fostering transparent communication. It is important to motivate team members to record their tasks and provide regular updates. Ensure that your team has access to the essential software and hardware. Incorporating tools for time management, productivity assessment, and secure data access is crucial. Ongoing feedback is key to both personal and professional development. Utilize performance management systems to monitor progress and deliver constructive feedback.

In addition to setting expectations, it’s crucial to create a vision for any project. This vision should be collaboratively developed within the team, inspired by the enterprise directives and project goals. By adopting a cooperative approach, the team can create a detailed image of the project’s product, serving as a guide for each developer to follow. When team members have a comprehensive understanding of this vision, they can make informed decisions and solve issues in the best interest of the company, even without constant supervision or direction. This empowers the team, fosters innovation, and drives success.

Sharing, rather than setting, expectations is probably the most important part of any relationship. We all have expectations, and if we don’t share them we’re simply pre-planning resentment. Consider how powerful it might be to share your expectations, and why you expect something. For example, “My intention is all of our clients feel cared for and that we are easy to do business with. Because of that, I expect we return their communication promptly within 1 business day, and when we don’t know the answer we let them know we’re working on it and an expected timeframe for the answer.” Now your team can really be engaged with your expectation around the common goal (intention) of great client support. Communication is the key!

Absolutely. With clarity comes the collaboration. A well defined Broad level responsibility matrix across teams at least at TL level helps people perform better at an operational level.

I've been a remote leader in the technology space for over 20 years where I've managed sales ops, sales engineering, sales support, and customer success teams. Frequent check-ins and team meetings are key to consistent engagement. Video conferencing (Zoom, Google Meet, etc.) and real-time chat tools (i.e, Slack, Google Chat, Teams, etc.) are a must have. Also, there are several tools available for asynchronous collaboration (Google Suite, Office 360, etc.). If you don't know what "asynchronous" means, ask any of our "Covid" kids that lived through an era of asynchronous learning. Equipping remote workers with the right communication tools allows for productive engagement and can foster a healthy remote team environment.

Its all about how this gets framed as per Multi GEO echo system , regular business connect towards understanding the business pulse . Structured team with well define roles & responsibilities' along with KPIs helps in smooth operations and business up time. Effective & timely collaboration across team is important piece in remote management . Hence technology & awareness is key to success

Trust becomes the foundation for success in the absence of face-to-face interactions. Also use right tool like GitHub, Jira, or Asana to manage software development tasks, and Google Drive or Confluence for documentation and resource sharing. Having the right digital tools ensures that tasks stay on track, communication flows smoothly, and nothing falls through the cracks.

While communication and collaboration tools are important, whats more important is communication itself. Remote teams especially if they are far away can have mistrust and communication issues easily. Gossips and conspiracy theories can take place easily. Continuous and transparent communication is important which is reflecting state of work, whats working and what not and it is not so much about people in One primary location know more than people in secondary location.

In my opinion: 1. Leverage the right tools: Use communication and collaboration tools like Slack, Microsoft Teams, or Zoom to keep everyone connected. Choose platforms that facilitate seamless communication, file sharing, and collaboration. 2. Regular check-Ins: Schedule regular meetings to ensure ongoing communication and address any issues early. Daily stand-ups or weekly updates help keep the team aligned and provide opportunities for real-time feedback. 3. Asynchronous communication: Encourage asynchronous communication for team members in different time zones. Use shared documents, project management software, or message boards to keep the team informed without requiring everyone to be online simultaneously.

A large part of building trust is owning the mishaps and being prepared to make the hard calls. I'm part of an entirely new business unit and a huge part of what I've tried to instill is the 'fail fast' principle. If we feel new approaches aren't aligned with the wider strategy, we'll make the calls early and pivot if necessary. Creating an environment that allows crafters to feel like they can experiment and try new things without fear of reproachment is another bedrock principle. We'll measure the team's output against the hard goals and KPI's but within that, I trust people to come up with ideas or approaches themselves that can help us achieve our overall goals. This fosters individual agency & creates a positive team dynamic.

The easiest way to build trust in a remote enterprise software environment is to be accessible, authentic and honest in your communications. In essence, you make your goal their goal...and visa versa. The lifeline of trust is the bidiretional flow of information which helps ensure that each party achieve the goal Positive feedback, coaching and celebration of successes both large and small help lead to buy-in, and is strongly encouraged. Having said that, trust is always a two-way street. The manager and the enterprise software team member need to always strive to maintan trust in a remote setting. Here, actions speak louder than words. Trust is usually broken through inaction, ineffectiveness or indifference, and is then hard to fix.

Trust is vital. As a manager you shouldn't make a promise that cannot keep. and your team should see that you are honest and fight for their benefits

In my opinion: 1. Foster transparency: Encourage open communication where team members feel comfortable sharing updates, concerns, and challenges. Transparency is key to building trust in a remote team. 2. Empower your team: Give your team the autonomy to make decisions and solve problems. This not only builds trust but also boosts morale and engagement. Recognize contributions: Regularly recognize and celebrate individual and team achievements. This reinforces trust and motivates the team to maintain high levels of performance.

Collaboration is always a challenge for humans. It is hard to make two brothers work with each other without any problems. But as a leader, I should pay attention to misunderstandings and injustice. I try to create a team that helps each other and is friendly with each other.

Because it is an enterprise project, I should lead a lot of people. Therefore, I prefer to separate the team into smaller ones and define a supervisor for each. Then, I monitor the supervisors’ progress. We should consider culture as we may have employees with different ones.

There are two kinds of cultures worth cultivating when it comes to leadership: company culture and job-related culture. By definition, culture is the totality learned behaviors, beliefs, values, and ways of life that are passed down. However, it is important to further separate culture since there are not only unique elements to a company worth emulating, but also unique elements to your specific role. Cultivating culture works best when both areas are identified and celebrated. From here it is a matter of looking for opportunities to celebrate the good points.