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The personalities that benefit most from remote work

Optimizing work for all

There are established ways to cultivate positive team cultures, even virtually.

  • Schedule time for virtual water-cooler chats.
  • Consider how you're going to work together and what the rules of engagement will be.
  • Introduce a daily stand-up meeting, no more than 15 minutes, during which each member says what they did yesterday, what they plan for today, and outlines obstacles.

The aim of stand-up meetings, informal virtual chats, and other new routines is to help people feel they are part of a team, which will increase mutual trust - a hallmark of a high-functioning team.

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The personalities that benefit most from remote work

The personalities that benefit most from remote work

https://www.bbc.com/worklife/article/20200601-the-personalities-that-benefit-most-from-remote-work

bbc.com

5

Key Ideas

Getting into remote working

Workers around the globe have been forced to take on the promise and challenges of virtual teamwork.

Many people are more used to working in person and haven't had the opportunity to prepare for a productive virtual working culture. Getting into a rhythm of remote working with a team can be challenging, especially with many different personalities and aptitudes.

Working well

Virtual teamwork places greater emphasis on communication and organization.

Over the short-term, newly formed virtual teams experience more negative outcomes, such as team conflict, lower satisfaction, less knowledge sharing, and poorer performance. But, they will adapt and improve over time.

Adapting quickly

At an individual level, some people will find it easier to adapt than others.

  • A study revealed that when people are imaginative and enjoying a new challenge, they are happier to embrace virtual teamwork.
  • Extroverted individuals prefer face-to-face work, and virtual work may lessen the energy they get from social interaction.
  • Introverts are better at adapting to a virtual environment as it involves less face-to-face interaction.
  • Those who like to make quick decisions prefer virtual teams.

Changing personalities

Some initial findings suggest that adapting to virtual collaboration may be changing our personalities.

  • Students that participated in one study scored lower on agreeableness - a main personality trait - after a period of virtual working,
  • They also grew more extroverted and open-minded.
  • Students with more extreme personality scores, such as low agreeableness or strong extroversion, came out f the experience closer to the average.

Optimizing work for all

There are established ways to cultivate positive team cultures, even virtually.

  • Schedule time for virtual water-cooler chats.
  • Consider how you're going to work together and what the rules of engagement will be.
  • Introduce a daily stand-up meeting, no more than 15 minutes, during which each member says what they did yesterday, what they plan for today, and outlines obstacles.

The aim of stand-up meetings, informal virtual chats, and other new routines is to help people feel they are part of a team, which will increase mutual trust - a hallmark of a high-functioning team.

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Statistics On Remote Workers

  • Loneliness was reported as the biggest downside for 21% of remote employees, and one of the reasons that makes them more likely to quit.
  • Most remote managers say they’d be more inclined to stay if they had more friends at work.
  • Individuals who have 15 minutes to socialize with colleagues have a 20% increase in performance over their peers who don't.
  • Positive social relationships are correlated with better life expectancy.

Dynamic Icebreakers

If your icebreaker questions are intriguing, cheeky, humorous – the answers you receive will be, too.

Many remote teams will kick off their weekly meeting with an icebreaker question or insert it during their morning stand-up meeting. Even more popular is asking a series of icebreaker questions during the onboarding process when hiring someone.

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Daily Morning Huddle with Coffee Chats

An informal daily huddle where everyone is face-to-face in a virtual meeting, holding a fresh cup of coffee is a great way to start the day with purpose and energy. It requires everyone to wake up early, get dressed and make a cup of coffee.

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Dance Parties And Music Playlists

Infusing music and dance in your breaks can add a sense of pleasure in the otherwise dull and drab routine, enhancing the immediate virtual surrounding of the extroverts.

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Common Challenges of Remote Work

Even high-performing employees can face a decline in job performance and engagement when working remotely. This can be due to:

  • Lack of face-to-face supervision, which leads to a two-way communication gap and even mistrust.
  • There is a delay in the procurement of information as remote workers aren’t able to sense the atmosphere and real-time events at the workplace, leading to a lack of ‘mutual knowledge’.
  • A sense of isolation among remote workers, leading to a feeling of less belongingness within the organization.
  • Distractions at home due to unplanned work-from-home transition, with employees balancing childcare and many other responsibilities along with work.

Improving Engagement And Productivity

A few specific, research-backed steps that can be taken to improve the engagement and productivity of remote employees:

  • Establishing Structured Daily check-ins, by establishing a daily call or touchpoint.
  • Providing several different communication technology options, using virtual communication tools like Slack, Zoom, Microsoft Teams etc., and making use of video conferencing.
  • Establishing clear rules of engagement for communicating with the coworkers or the managers, according to the levels of urgency.
  • Providing opportunities for remote social interaction by talking about non-work activities, thereby reducing the feeling of isolation among remote workers.
  • Offering encouragement and emotional support by listening to the workers, acknowledging their stress, and keeping their needs and issues in focus.