Beverly Heustess

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Working with a Dispersed Team – Part 7 of 7

How to Build Community in Your Dispersed Team

People want to be part of something bigger than themselves. The identity of your team hugely influences that. Some teams discover shared interests or hobbies. Others share a sense of humor to cope with challenging customers. Camaraderie makes all the difference for workplace satisfaction. When that happens, people will work harder, work more smoothly with each other, and be less likely to leave. It’s great news that distance does not have to get in the way of your team’s community.

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Working on Dispersed Teams – Part 3 of 7

What Remotees Want You to Know

Remote workers are an integral part of the workforce, but it can be easy to forget them. I can vouch that sometimes a remotee will pipe up from the conference room speakerphone, and we exchanged looks of shock and panic through stifled giggles because we forgot they were on the line. This isn’t a testament to a remotees’ value; they’re key players we need. Being out of sight can naturally let people fall out of mind. “If they’re at a disadvantage, why don’t they just speak up?” you ask. Some of a remotee’s visibility is within his or her control, but the rest is determined by the centralized team. It’s not a fair arrangement, but it can be fixed.

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Working on Dispersed Teams – Part 2 of 7

Managers, How to Lead Your Dispersed Team

Since a dispersed team has a number of challenges, managing a dispersed team requires some unique tactics. I interviewed two highly respected Red Hat managers to explore good global leadership. Paul Frields is a software engineering manager who manages a global team and happens to works remotely himself. Deborah Curtis has led a variety of facilities groups, including the solitary office managers of Red Hat’s North American offices.

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Five-Day Sprint Process meets Raleigh Innovators Program – Part 5 of 5

My Experience

When I heard that HR would be exploring changes to our employee review process, I made a mental note to follow up on that later in the year. I’d only ever been an end user of this process. I didn’t know what an annual review should look like, but I could see the same room for improvement that Red Hatters voiced on internal mailing lists and at the water cooler. I work in IT, not HR, but am passionate about building up people, morale, and community in my workspace. I’d even poked around HR and considered transferring departments. So, you can imagine how excited I felt when I was offered a spot on this project team out of the blue. I got to step into the world of HR full-time for three months and have a greater impact on the 11,000+ people of this company on a larger scale than I ever imagined.

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Five-Day Sprint Process meets Raleigh Innovators Program – Part 4 of 5

A 5-day sprint in 45 minutes

Yes, that’s ridiculous.  The concept of a five-day sprint is crazy enough, but to attempt it in 45 minutes is just plain nuts.

In this series, I wrote about what it was like to participate in the five-day process.  After further study, I seized the opportunity to evangelize it to the technical communication community outside of Red Hat.

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Five-Day Sprint Process meets Raleigh Innovators Program – Part 3 of 5

The Google Ventures five-day sprint process is amazing, but any project can suffer due to human factors.  The way we complete tasks, creatively brainstorm, interact with each other, and feel motivated can become pain points in any project.  While SPRINT: How to Solve Big Problems and Test New Ideas in Just Five Days wards off potential challenge points specific to this sprint methodology, here are my additional recommendations:

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