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#COVID19

The State of Remote Work

By | #COVID19, Future of Work, Remote Working

dY/dX partner, Nevo Hadas, speaks to Avi Kay on ChaiFM

COVID-19 accelerated the remote working movement. Many companies are still scrambling to keep up with the massive shift to digitization as well as the change in work culture and environment. dY/dX partner, Nevo Hadas,  joined Avi Kay on ChaiFM to discuss digital workflow processes, remote working policies and preventing burnout in a work environment that’s non-stop. Listen below.

Avi Kay:

A couple of months ago, we spoke to Nevo Hadas, who is a partner at dY/dX. It was one of the first interviews we had about working remotely, working from home and not being at the office. It was quite novel and quite exciting to discuss those things while sitting in my hotel room while Nevo was in his kitchen doing this interview, and now all of a sudden, many, many months later, this is how we operate.

We’ve learnt a lot over [this time period] and by we, I am talking about myself. I didn’t believe this was possible. The first time I [started working remotely], I was like a scared kid outside the principal’s office, not sure of what to expect. Now it’s a routine and I am absolutely loving it. If the meeting starts at 10 o’clock, [you can jump right into it]. It’s not an hour to get there or an hour to get back. You can quickly get to the point and move on. How are you finding it, in the real world? What’s the big picture?

Nevo Hadas:

For us, very little has changed actually, because we have been doing this for so many years. The big shift [we are seeing] that companies are really dealing with now is, as you said, it’s becoming a reality and we are seeing CFOs looking at their balance sheet and income statement and saying, “Do I really need all this property? And now what am I doing with this?. And from there, we see the impact on the HR department, saying “We will never have an office again because you guys are looking through a used office space”. We see the impact on them rethinking [things like] how do they keep everyone in touch, engaged and working together?

So we are really seeing the maturity of the process accelerate very very rapidly, which is exciting.

Avi Kay:

Was this inevitable or did Corona actually create something that a few geeks like yourself would’ve done, while the rest of us would’ve stupidly plodded back to the office?

Nevo Hadas:

I think it accelerated something that would’ve taken another couple of generations to impact. So, I think it would’ve happened, but it would’ve been fringe, may be at the moment it was 1- 2%, maybe in 10 years it would’ve been 8%, maybe 30%, but the COVID environment has accelerated it out of the box, so we’re almost 20 years down the line now [compared to] where we would’ve been naturally.

Avi Kay:

Nev, I think we have hit a  nerve here because we have sms’s coming in sharp and fast. Jeff says, “It’s all good and well, but the telephone lines don’t cope; every time I call a call center, I have to call two or three times, the lines are terrible and I often hear a kid screaming in the background, it’s just not professional. How do we get that right?

Nevo Hadas:

So, I think this is what people or businesses are struggling with right now. It is the shift to digitalization that has hit them too quickly and they haven’t thought through all the aspects yet. Everyone is just responding at the moment. So, if you look at what will happen over time, and these are things that we are already seeing in company policies,  even at the call-centres that he is speaking about, people working at home will get a better line working from the company. There will be better infrastructure that will be distributed. People who are working from home will get better speakers or better headsets.

If you look at what is being offered for home decor and the home office, there is a sound deadening element that you can buy for your house – that is going to grow. So our entire concept of how houses are furnished and what kind of houses we buy, all these things will shift. So this is a very uncomfortable year or two but I think what you will see three, four, five years on, this will stabilise and we won’t see the difference between these two environments.

Avi Kay:

I am doing this interview now with you from Israel.  The line is clearer than when I used to do the same interview from Johannesburg. We might have been 2km away from the station, maybe 10km from you [at that point] and now I am thousands of kilometres away and it is crystal clear.

Nevo Hadas:

Correct, I mean before this call I was speaking to someone in the UK, before that it was Germany – it does not make any differences anymore. It’s not so much the telecom infrastructure, it is just making sure that the environment that you are connected to is okay. And I think what happened, especially in South Africa, a lot of people that are in entry-level jobs don’t have the infrastructure around them in their homes and we’re gonna see that shift.

That’s where company policies have to really change, to say, “How do I enable people to work from home to work more efficiently?” Because actually there is a big saving for people in the low-income bracket, who do not have to commute and won’t have to worry as much about childcare. It’s going to change their lives and their children’s lives and I think that is a real big benefit.

Avi Kay:

Before I get back to the questions, let me jump in a little bit. Give us a clear taste of how your business has grown, and how you found the last year, how have you enabled other businesses to adapt, change and grow? More importantly, how have made the CEO or CMO, who has been there for many years, but who is not quite comfortable, feel more comfortable [in this shift].

Nevo Hadas:

I think firstly we have seen lots of growth in the mid-size and large corporate businesses. Some companies are already working with us and we saw those projects accelerate, like Vodacom and ABSA. For me, what was so interesting about that, was that they had to go through an immersion process of understanding there are different ways that work can happen and a lot of it is about letting go. The key learning we had was that we aren’t focusing enough on the loss. Give people enough time to mourn the fact that they have lost the corner office. They have lost that sense of physical power or physical environment, and they need to transform through that. Once they can get over that shift,  of  location and place, they are far more willing to accept the process of digitization.

The first realization is that company culture will change and I think there’s a version of loss there too. We are finding the guys that are doing it successfully, are putting a long-term plan in place They are saying, “In 5 years time, we know that this can be done a lot better than it has been done today and we have to be proactive about how this world is changing.” They are starting to look at their policies, looking at ways of working and saying, “What are things that we need to do or put in place so that our employees are taken care of and could be more effective remotely than they are today?”

There’s levels of digitalization, levels of digital working – [many leaders are] emulating what they did at the office but at home. The teams that are really getting it right are moving more into asynchronous communication. More and more stuff is being done outside email, outside the zoom calls; either through messaging which is very asynchronous or through a digitalised workflow. So the entire process of work is shifting.

The big things people are struggling with is, “How do I know if everyone is doing their job? I can’t see them, so what are they doing? What are they up to?” And that’s because they are trying to manage people who are working within an inbox, an email, which is very disorganised and unstructured. You can’t see very clearly what people are doing. When you move towards a digitalized workflow, which is a lot of the work we have been doing with corporates now, you get a very clear view of what people are working on. You can track time that covers everything from an administrative job to marketing. It gives you an advantage and opportunity to allow people to be more efficient and effective in what they are doing and very clearly giving the entire organisation transparency so everyone is aware of what’s happening in the business. It’s the significant shift in how we approach work that really needs to take place. Firstly, how you approach people and then how you approach the work that the people are doing.

Avi Kay:

We have a question for you, Nevo. “I  am CFO at a large company and I would like to know what the experience across the  board is. Have staff members who have been given this responsibility risen to the challenge or taken advantage of it? What is the general trend in South Africa at the moment?

Nevo Hadas:

Staff have risen to the challenge. That is the good news. Most people have risen to the challenge and worked super hard, have been very effective and they are really putting in the hours. The flip side of it is that there has been a lot of burnout. I think we are going to see more and more burnout moving forward. When I speak to our compatriots in the UK, that’s what they are worried about right now. They are worried about burnout and the impact it is going to have on the medical health system. People are going to have mental fatigue and are going to be exhausted because they spend a lot of time in front of the computer and do not have enough time walking around and doing other things. Remote working plus COVID-19  has made burnout a big challenge.

I would say to him that the biggest challenge to how effective his people have been, boils down to his team leaders. There are team leaders who have transitioned very well into merging remote teams. You can see that the teams are flourishing, being more productive and more active than before. Team leaders that have not done very well had a lot of disengagement, and you can see the behaviour clearly. That’s where you have to put in the effort. So it’s how the team leaders are leading their remote teams.

I think people appreciate and have risen up to the autonomy that they have experienced through this. That is the key that teams need – giving people the autonomy to do their jobs properly.

Avi Kay:

In terms of burnout, in your experience, what is the solution to creating gaps, holidays, recovery time… How does one do it?

Nevo Hadas: 

There are a number of strategies that you can put in place. The first simple one, is a  team agreement. Agree on times where there are no meetings. For these hours a day or two days a week, whatever you can do. Some businesses have a rule where there are no meetings on a certain day,  some people do it half a day, twice a week. Some do it for a few hours here and there and actually say that this is a “no meeting time”. That is very valuable because it allows you to switch off and focus on tasks. In many ways, it can be energizing.

Zoom is actually exhausting and there is a lot of research now on Zoom Fatigue. The fatigue is caused by the video because I am looking at you on the screen, but your head is smaller than it should be. It’s not the ideal environment, so your brain is working overtime trying to make the pictures make sense. So a) time without meetings, b) you have to be conscious of investing and allowing people to engage in activities that are not work-related. Because work-related stuff is so easy to do now, you actually have to focus on non-work related work. Non-work related work was easy to do because you would always be doing it, but now the work-related stuff is so easy. So, you have to focus on the non-work related stuff. 

For example, we organised a chocolate tasting with a company called Honest Chocolate based in Cape town, and they did a virtual chocolate tasting for us. They shipped the chocolate to everyone’s house, and we all got onto the Zoom call with the chocolate. We had an hour or 45 minutes, where everyone was tasting the chocolate, telling us where the chocolate comes from and exploring all the different flavours. It was a great experience and brought everyone together.. Those are the important things that you need to do that helps invigorate the team. They get more excited and it makes the day better.

Avi Kay:

Nev, I am listening to you and I am thinking… This is so simple! Why is it that not everyone has thought of it? It’s a whole new world,  a whole new way of doing things. What is so important at the bottom is to connect with others around the world so that you can get reinvigorated and reconnected.

Honest Chocolate

WE PUT THE REALITY BACK INTO VIRTUAL WORKSHOPS

By | #COVID19, Future of Work, HR, Remote Working | 2 Comments

The first crack of breaking chocolate. The scent of a roasted cocoa bean. And then pinning the flavours you taste on a flavour wheel with 18 other people… is not what most people are expecting when they join an online event.

The global shutdown has most businesses and event organisers scrambling to make their events ‘virtual’. Every meeting is a Zoom call and conferences all converted to a plethora of free webinars. But simply recreating what we used to do in the physical world is a recipe for boredom.

We couldn’t meet our favourite clients face-to-face over dinner and we couldn’t stroll down to Honest Chocolate for an after-lunch hot chocolate. So, we brought the two together. Partnering with Honest Chocolate, a Cape Town-based artisanal Bean-to-Bar chocolate factory, we invented the Honest Chocolate Virtual Tasting!

Boxes of chocolates were hand-delivered to everyone’s front door with strict instructions to keep their hands off them until the event which 70% of them managed to do.

After introductions and agreeing the etiquette for the session, we kicked off with an icebreaker exercise. Everyone logged into a shared online doc and dragged their flags onto a world map to show where they thought the most cacao beans are produced.

interactive map

West Africa: (Ghana and Cote d’Ivoire) is correct by the way.

This is the same mechanic we use for online brainstorming and interactive learning workshops. We learn by doing, not by sitting back and listening and being remote, sitting back includes answering email, helping kids with homework and shouting at the dog.

With a Zoom Poll, everyone answered a few questions about personal flavour preference proving that we experience tastes differently. Through the rest of the experience the co-founder of Honest Chocolate, Anthony, took us through a journey of different experiences – a live video tour through their factory, a bit of history about cocoa, the Bean-to-Bar chocolate-making process, and tasting nine of their chocolates in between.

Tastings were also mic-on, camera-on, interactive moments when we chatted and pinned what we tasted on the flavour wheels. In many cases, this showed again how we could all interpret the same flavour in different ways.

Honest Chocolate Coconut Blossom

This was a fun experience that involved a lot of chocolate so not a lot could go wrong; but 5 years of working for clients all over Africa, Europe and India with a distributed and diverse team prepared us well for the remote working. Forced by lockdown to cancel client workshops and group training sessions, we converted easily into shared online whiteboards and immersive, interactive ideation sessions.

Part of a ten-week Design Thinking course with Red&Yellow we adapted a full day workshop into two three-hour online sessions. By switching modality between talks, slides and interactive boards—with sticky notes and voting mechanisms—and applying tight time constraints, the workshops feel quick, energetic and highly productive.

One of the biggest learnings from this is that all of the tools you need are readily available, taking advantage of what simple tech can do and changing what’s perceived as acceptable and normal is where teams and companies need help.

And don’t be afraid to experiment!

Remote Working resources:

To support newly remote teams, we published a free ebook and a Remote Team Maturity Assessment:

Me.We.Us ebook: Download the ebook

  • ME. Mastering Self: organising your workspace and headspace for optimum remote performance.
  • WE. Mastering Remote Social Interaction: learning to communicate effectively within a remote team.
  • US. Mastering Teamwork & Managing Distributed Teams: using the “Remote Team Agreement” and “Meeting Formulas” to unlock your team’s remote working potential.
  • We provide you with a toolkit of practical templates that you can use to improve your team’s remote working capabilities.

Remote Working Maturity Assessment: Take the test

  • A snapshot of your team’s remote capabilities
  • A benchmark for your team’s remote working capability
  • Highlighted areas at risk

 

Nevo Hadas

Lockdown Lessons: How DYDX is Navigating Covid19’s Lockdown Restrictions

By | #COVID19, Design Thinking, Remote Working | No Comments

by Nevo Hadas, partner at DYDX

We have been working remotely with international clients for the last 5 years. Lockdown for me (personally) has meant less travel, more time to exercise (zoom HIIT classes) and hang out with my kids. Unlike many other businesses that have suddenly had their world transformed and are struggling to adapt to a “no office” environment, our business hasn’t really been impacted too much.

The biggest business issue has been one delayed project, but we have grown during this period with new projects kicking off. The team at the moment is around 32 people, spread out between Cape Town, Johannesburg, UK and Netherlands. We have added 3 new “interns” (one is a reforming lawyer, one is a re-emerging educationalist, and one is a surf instructor/musician/organization psychology major) during this period.

Our systems are built for a digital-first organisation. We have very little email (which is a sign of digital maturity) and most of our communication is focused on projects in slack channels. There are almost no “meetings”. We don’t use video calls. Our work is done in collaborative workshops, and they are either really short (dealing with blockers in projects i.e. less than 30 min) or long workshops – where we collaborate as a team and complete key tasks. We have specific formulas for meetings and tools that we use which make our organization very efficient and ensure that nobody is dead-weight in the meeting.

This doesn’t mean that the period has not had its challenges and hasn’t created new opportunities. For example: In our design thinking and service design projects we normally facilitate physical workshops; day-long events requiring teams to work together in one room. That clearly could not happen.

As part of a 10-week certification course we co-developed with Red & Yellow, we had to deliver a full-day workshop for a group of 22 from Dimension Data. There were four teams, each working on different projects – challenging enough in a face-to-face workshop and even harder virtually.

We had to rethink and redesign the workshop process, delivering two fast-paced, highly collaborative workshops. Each was three hours long but because of the time pressure and interactivity, they felt energetic and engaging.

Similarly for Mediamark, in a Future Ways of Working workshop, usually delivered as a half-day physical event for leadership teams, we had to move it all online. We reimagined processes using Zoom, Miro boards and Google Docs, changed the agenda and had a successful outcome.

What has been interesting as a commonality for us, is even though organisations have all the tools (office365/ Gsuiite/ slack/ teams/ zoom, etc.), they haven’t explored how to use them. The organisations are hampered by a belief system anchored in the technology of eight years ago that influences how they see teams working together.

Four years ago we worked on a project with the Dutch government to develop and promote distributed remote teams. I expected a new-fangled intranet incorporating Slack and Asana, what we got was something very different. The realisation was that technology does not create successful teams, behaviour does.

This project, The Culture Canvas, was released as an ebook, downloaded thousands of times and led to us building our Culture and Future of Work Practice. In this lockdown, we decided to release another free eBook “me.we.us” to help team managers improve how they manage remote teams. We have seen it spread quite quickly already with some organisations downloading the ebook hundreds of times. We have also developed a 10-minute “Remote Team Maturity” assessment designed to quickly measure remote working capabilities and quantify team effectiveness.

This has led us to develop a new training program that we expect to release at the end of May (it’s currently in beta with test organisations in SA and UK). So that is an opportunity that emerged from the lockdown.

My message to the industry and agencies is that this is a golden opportunity. You are thrust into change but it is beneficial pain. We have undertaken successful digital transformation projects with corporate marketing teams (such as Vodacom) and have spent a considerable amount of time in change management processes.

Agencies are sometimes arrogant and assume they know everything from a blog they read. The default approach is to get a new tool, come up with a new process and all will be well. This is not how it works! Don’t be fooled into thinking that this is easy. It just doesn’t work that way. Many are “too busy” to invest the time in transforming. Many great companies were too busy… until they weren’t busy at all.

 

The Future of Work Does Not Look Like an Endless Stream of Zoom Calls

By | #COVID19, Remote Working | No Comments

By Nevo Hadas, Partner at DYDX

MIT has released research (conducted between 1 April and 5 April) showing that nearly half of the US workforce is now working from home,  and this number is set to increase. This is a massive jump from the usual 14%-16% range that report working from home or partially working from home. Whether to work remotely or not is no longer a debate, while how to manage and benefit from remote work have become key conversations.

With a global recession looming and cost-cutting a prerequisite, many CEOs are using the learnings from the global lockdown to ask why they need so much office space, and more importantly, parking space. Even if companies don’t reduce their headcount, having a remote and distributed workforce provides many cost savings not limited to physical space and facilities. Even on a social impact and environmental level, there is any number of civil society organisations who are closely monitoring the impact on infrastructure of a reduced commuting workforce, looking at carbon emissions, improved accessibility. 

Cost savings aside, remote working allows companies to recruit talent globally removing the geographic talent pool limits of “head office”. If location is not an issue then it is as feasible to hire a knowledge worker in Parys as it is in Paris.

However, companies need to be willing to adopt this change, which, until forced into it via the lockdown, they have been slow (or loathe) to do. This is generally due to nothing more than fear of change, inertia and the concern of unproductive staff working in their pyjamas.

The tools have existed for over a decade that enable remote working and are getting better at an increasing rate. While there are IT and other complexities involved, which can be overcome, for many businesses their “culture” is the key item that keeps them office-bound. There is a fear that their teams won’t be productive if they are out of the office (i.e. out of sight), or that there won’t be enough communication or they will lose the spirit that binds them together.

Speaking to many executives over the last two weeks, the key feedback received is that they have never been busier or felt more productive. That their days are filled with zoom calls, that the company has miraculously adopted group messaging tools, like Microsoft Teams or Slack, but they are now inundated with messages and emails. They are so busy speaking to people that it is hard to fit in all of the work they need to get done. It appears the cultural benefits of communication are not limited to the office, in fact, when working remotely over communication appears to be the problem. The challenge, however, has undoubtedly been one of effectiveness due to busyness.

Fundamentally, culture is the primary issue that makes remote working succeed or fail. Managers have not been trained or equipped to lead or enable remote teams. The systems and processes that are followed in physical environments do not translate well into remote ones. Meetings, which are not everybody’s favourite pastime at the office, become a far too easy norm as a video call and as diaries fill up, decision making slows down. More meetings mean the days feel busier, but there is less time for work.

The big cultural shift that we see accelerating post lockdown is the move from a physical/information age context into a digital context. This isn’t meant in a technological way, but rather in how the management approach has changed. Where in the information age it was hard to keep track of productivity and activity in employees therefore you wanted them in the office, in the digital age, the tools and systems make this easy. Managers no longer need to worry about whether people are working, but rather whether their output is meeting expectations. 

Leading a remote team is much more challenging and requires more effort. Where the default in the office is to call a meeting, remote working offers more tools and ways to resolve problems/make decisions/share information than offices do. Moving out of the “call a meeting” paradigm unlocks new productivity and effectiveness levels not experienced before by most organisations. 

Upskilling managers to lead effectively can make the difference between an organization realising the benefits of remote working or sending everyone back to their desks reverting back to the way things were.

Managers, and their teams, need to master the new collaboration tools to really unlock the power they provide. This is more challenging than expected as people generally choose to stop learning a new tool when they can replicate what they did before. This is similar to buying a fancy new cement mixer, only to mix cement by hand in its bowl. While technology plays a key role in enabling remote working, it is a blank canvas. The company’s culture and behaviours are reflected in the rules created upon it. Too often “we trust our people” cultures are shown up by draconian IT rules and regulations that limit collaboration.

What the last weeks have taught the nation is that a segment of the workforce is at least a little malleable – and that even through a period of great disruption the business of business kept on going, although with great effort and at a significant cost for some. 

The challenge for South African managers of large and small enterprises will be to understand how to flourish in this new space. Some of the changes will be forced onto business through necessity, others, who still have the luxury of a strong balance sheet, can be more measured in their implementation. Whatever the approach, the dinosaur of the “office” has hit a significant existential threat and wearing pyjamas will never be the same again.

Nevo Hadas led the development of “The Culture Canvas”, an open-source framework that makes work culture actionable for businesses to shape their team’s behaviours. The latest ebook on managing remote teams, “me.we.us” is available as a free download and a 10-minute “Remote Team Maturity” assessment, designed to help companies measure the effectiveness of their remote teams.

The 7 Aspects to Remote Working Agreements

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Through our experience working with remote, distributed teams across Europe, the Middle East, Africa and India, we have learned that there are 7 aspects to creating a Team Working Agreement that most teams face.

  1. Toolkit: What tools will you use and for which purpose?
    From work reviews to socialising, there are myriad online tools to support day-to-day work. What activities do you need to support with online tools and how will you champion the use of those tools within your team?
  2. Etiquette: How do you create a respectful environment when you’re in a remote team?

Etiquette in business is about providing basic social guidelines and creating an environment where others feel comfortable and secure. It’s much easier to read intentions, emotions, and body language face-to-face; so consider how etiquette can help smooth over communication when the regular sensory cues aren’t available.

  1. Rituals: What can you all do together (online) to feel like a team?
    Maybe you have a ‘coffee break’ chat channel open to everybody for one hour every morning dedicated to casual chats. A large part of any company culture is built on routines. Think about what activities you can regularly do with your team to foster connection and belonging.
  2. Decision Making: How do you make decisions when you can’t be in the same room?If you’re not in the same location, it’s important that you’re able to clearly communicate the complexity of a problem or the decision that needs to be made. Whether you need a quick decision on the fly or group consensus from your team, decide upfront on what format to use for your various decision-making types.
  3. Task Management: How do you know if your team is being productive?

Using digital task and project management tools are great, but there needs to be a clear understanding of how they will be used. You can’t pop past somebody’s desk to get a status on their work or use a whiteboard to track tasks, so consider how you will clearly communicate your expectations and create visibility of work remotely.

  1. Information Sharing: How do you make sure everybody has access to the right information at the right time?It can impede your work if you don’t have access to important documents or information. Consider details such as naming conventions, file structures and being clear on where to store shared information to ensure your team always has the means to do their work.
  2. Stop Doing: What’s holding you and your team back from being more efficient?
    Consciously or unconsciously, we are all prone to distractions and picking up bad habits. What’s on your team’s to-don’t list? This list could include things like: don’t speak over one another in calls, don’t call someone out on a public forum or don’t hit ‘reply all’ on emails.

If we resolve the obvious but often overlooked challenges from the start, it saves time, energy and frustration further down the line. This enables the team to function better, allowing them to get better results.

We published an ebook available for download called me.we.us – Remote Team Management, where we provide recipes and formulas on creating an effective Team Working Agreement with your remote team.

We also created a 10-minute “Remote Team Maturity” assessment, designed to quickly measure remote working capabilities and quantify team effectiveness.

Get in touch with us to make an appointment.

Behaviour, Not Culture, Eats Strategy For Breakfast

By | #COVID19, Team Culture | No Comments

Governments around the world have responded with great strategies to meet the COVID-19 threat. The culture that each leader has fostered and abided by has shaped their responses to the global pandemic—evidenced, for instance, by Donald Trump’s response compared to the response of Taiwan’s Tsai Ing-wen. And while every nation has responded to the pandemic in some way, all have struggled to execute their plans effectively within a short time period.

We have often been told that culture is the aligning force which makes change happen. That just aligning people to a true north and starting some corporate programs will create this. This myth has been spread by consultancies and ego-driven executives who spend a fortune in “building culture” to emulate nimble start-ups or case studies that may (or may not) be true for that company in that instance.

Google, a company often touted for its great culture, has identified team behaviours (also known as norms) as the key difference between highly effective teams and ones that are not. However, most managers are not trained in creating behaviours. While EQ training has increased, it’s not a tool that helps managers craft good behaviours in their teams even though it is critical for interpersonal relationships.

The top-down approach of enforcing company “behaviours” also does not work, as it means managers need to enforce compliance in behaviours that may not be right for their team and what they do, with the behaviours quickly losing adoption or superseded by the next idea.

Actions and behaviours are closely related to each other, often creating a virtuous cycle. Actions stem, from and reinforce behaviours; so if we promote the right behaviours we will get the right actions. How can you promote and foster the right behaviours within your team?

Through our experience in Culture and the Future of Work, we have worked with remote, distributed teams across Europe, the Middle East, Africa and India. We fervently believe that we can make the future of work, better than today.

When done right, remote working boosts overall effectiveness and provides businesses with tangible cost-saving advantages. However, if teams fail to adapt, companies run the risk of loss of productivity and revenue, and the collapse of company culture and employee engagement. It is evermore important to understand where your team is along their remote working journey, and to take the necessary steps to accomplish remote team maturity.

We have created a 10-minute “Remote Team Maturity” assessment designed to benchmark remote working capabilities and quantify remote team effectiveness. Also available are our free guides to building team culture, The Culture Canvas and me.we.us – Remote Team Management, where we provide overviews on how to promote better behaviours within teams as well as toolkits to support doing so.

We would love to hear your feedback and how we can help you strengthen your remote teams.

Get in touch with us, connect@dydx.digital.