Post by account_disabled on Jan 2, 2024 3:59:12 GMT -6
What one might call face-to-face collaboration. The company's weekly work rhythm also meets employees' needs for face-to-face communication based on employee preference patterns. It’s no small issue that face-to-face and virtual interactions are not equally effective for different purposes, especially in a variety of engineering and technical jobs. Leaders often want face-to-face interactions to provide them with visual cues to assess whether employees are working effectively and whether they are doing a good job from a health and well-being perspective. Face-to-face work also enables serendipitous, one-off peer-to-peer connections that are critical for engagement and innovation.
Most leaders have had little success recreating these interactions in or out, and while many have tried virtual happy hours and other open forums, these forums have faltered because they have become yet another job for already stretched staff. need. Despite the desire for face-to-face time, most leaders don’t really think about how to optimize these interactions differently than they have in the past. Many leaders are trained to use meetings and face-to-face time for tasks such as information sharing, project coordination, and Job Function Email List decision-making. Just as employees may feel comfortable returning to their old in-person work habits, managers are often comfortable running meetings using their trusty flipcharts and the energy of face-to-face interactions. But this is completely the wrong strategy. Instead, they should use virtual collaboration for such interactions and find more creative uses for face-to-face time to stimulate interactions that generate energy or develop growth. For example, leaders can apply this shift in thinking by doing the following.
Be more open to brainstorming, starting with the why of the work before moving on to the what and how, and spreading ownership early to generate purpose. Focus more on developmental feedback to help people grow while participating in one-on-one or group reflection processes such as after-action reviews. Many employees will be hesitant to incur the personal expense of going to an office if they believe they can have the exact same interaction as they would virtually. Make it clear to employees that the more valuable face time will.
Most leaders have had little success recreating these interactions in or out, and while many have tried virtual happy hours and other open forums, these forums have faltered because they have become yet another job for already stretched staff. need. Despite the desire for face-to-face time, most leaders don’t really think about how to optimize these interactions differently than they have in the past. Many leaders are trained to use meetings and face-to-face time for tasks such as information sharing, project coordination, and Job Function Email List decision-making. Just as employees may feel comfortable returning to their old in-person work habits, managers are often comfortable running meetings using their trusty flipcharts and the energy of face-to-face interactions. But this is completely the wrong strategy. Instead, they should use virtual collaboration for such interactions and find more creative uses for face-to-face time to stimulate interactions that generate energy or develop growth. For example, leaders can apply this shift in thinking by doing the following.
Be more open to brainstorming, starting with the why of the work before moving on to the what and how, and spreading ownership early to generate purpose. Focus more on developmental feedback to help people grow while participating in one-on-one or group reflection processes such as after-action reviews. Many employees will be hesitant to incur the personal expense of going to an office if they believe they can have the exact same interaction as they would virtually. Make it clear to employees that the more valuable face time will.