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There is a massive shift towards remote working and companies have a differing approach towards trust, with some moving towards increased surveillance and control, and others moving towards autonomy and decentralization of work.
Globally, trust in national, institutional and organizational levels has declined over the past year but is increasing on a personal level.
Psychology scholars have identified three main pillars of accessing a person's trustworthiness:
As many of us shift towards a virtual world where all the training, consulting, meeting and managing is happening, we are becoming increasingly transparent and empathetic to the problems team members face and the solutions that are provided.
Domain-specific knowledge is sought-after but people are not negating trust in a person just because of their inability to get things done the first or second time.
As connections go virtual, the need for connecting increases, partly due to the overall difficult climate all around the world, and the isolation that the lockdowns have resulted in.
People are pitching in and connecting even with adverse circumstances at home, as most of us have personal problems we may be handling at home. This is providing a shared sense of caring and good intentions.
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There is a sudden shift towards remote working in workspaces all across the world, with many people abruptly thrust towards it without warning.
Experts share a few tips on how to transition ...
For many of us, the office becomes a fun place due to a sense of community, purpose and fun interactions that make up an office day. To try and mimic your office culture virtually:
Being social at office lubricates official conversations and the work itself. The more we spend time with colleagues having non-essential chatter, the easier our work becomes with them.
It helps to be creative and infuse fun into a virtual interaction. Any official conversation, like a manager meeting his subordinates in a one-on-one meeting, can start by asking about the person’s life (something unrelated to work), so that a connection is built.
.... while nearly 50% are involved with remote or virtual team work.
This continuing shift calls for a new range of behaviors and skills.
The best way for managers to drive team performance is by focusing on reducing affinity distance.
... that's capable of executing in a remote setup:
In a remote team, you'll need the right tools to make sure everyone stays on the same page and can continue to execute without a physical person standing next to them.
You likely will need a tool in certain categories like group chat and video conferencing to make remote successful.
Good processes let you get work done in the absence of all else. They provide structure and direction for getting things done.
A few examples from Zapier: