Learn from experiences and best practices on nearshoring, offshoring and global IT staffing
Managing remote, globally distributed teams, is no easy task. During the past 10 years I have seen all sides of this role, good and bad. I want to share some of the competencies I think are fundamental to be an effective remote team manager.
I see empathy as ones ability to place oneself in the shoes of another person; to understand the thoughts, feelings and motivations of the people you work with. As remote team management is all about collaboration, empathy is the most fundamental character trait needed to succeed with globally distributed teamwork.
Especially in software teams, empathy is often a rare trait. Technicians are mostly men. Men are in general less empathic than...
1. From working agile to living agile
A lot of organizations found that agile processes support offshore collaboration. We hire some agile consultants , train our people, make some handbooks and voila ‘we work agile’.
Agile is a popular term today. People sense they miss out if they don’t work agile. So they say ‘we are agile, we follow scrum, our processes are agile’.
Agility basically means flexibility. It’s away from bureaucracy, rigidity and waterfall. Agile can refer to processes or how work gets done. But it’s also related to people. An agile process without agile people gets stuck.
With parts of your team offshore, agile behavior is crucial. We need to understand each other (the remote colleagues, the culture, why people behave a certain way). We need flexibility in dealing with the (cultural)...
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