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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