Communication in fully remote teams

An analytical communicator loves hard data, numbers, and specific language. 

They're usually wary of people who deal in vague language and strictly blue-sky ideas and get drained quickly when conversations move from logical to emotional.

Dos:

• Provide as much detail upfront as possible
• Set clear expectations
• Give them space to work independently

Don'ts:

• Turning the conversation emotional;
• Framing feedback on their work as criticism.

• It helps to create effective brand messaging.  It determines how your brand is perceived and also builds trust with customers.
• Customer service relies on good communication. "60% of consumers have stopped doing business with a brand due to a poor customer service experience."  Microsoft’s 2016 Global State of Customer Service Report.
• It enables positive team relationships.  Effective communication helps to unite teams and create a safe environment to express themselves.

• It helps to prevent misunderstandings and conflicts. It can help to defuse a potentially explosive dispute while bad communication can set it off.

1. Using a One-Size-Fits-All Communication Approach. Tailor the communication style to the intended audience.
2. Speaking More and Listening Less. Listen to what is said, how it is said, and to what is not said.
3. Assuming Instead of Asking More Questions.
4. Using Negative Tone. Choose words carefully to eliminate negative reactions.

5. Avoiding Difficult Conversations.

6. Reacting, Not Responding.

7. Not Keeping an Open Mind. Accept and respect differences, listen without judgment and consider all sides of an issue.

Cry, sob your eyes out, scream and yell. As long as it doesn’t hurt yourself or anybody else, find ways to release and let go of the pain you may be feeling. 

Coping with the end of a relationship is a little bit like a 12 step program. You will reach acceptance far sooner by staying away from that person.

Don’t over-analyze what could have been different. Your mission now is to get to the place where you aren’t battling with yourself about the way things are. Do this with compassion and don’t beat yourself up.

Observe if those you’re speaking to are moving toward or away, by asking what that person wants.

If they start listing things they don’t want (they don’t want to fail, they don’t want to be stuck in the same dead-end job) or talking about what they do want  (a family, to succeed at their job) then you’ll know how to direct the conversation.

• When trying to communicate effectively with someone who has an internal frame of reference, appeal to the things they know about themselves. Tie your communication to a personal fact you already know about that person.
• Those with an external frame of reference want to hear more about what their peers thought about a given program or decision.

The emotionally intelligent person knows how to stay calm during stressful situations. 

They don't make impulsive decisions and understand that in times of conflict the goal is a resolution.

Emotionally intelligent people make sure they understand what is being said before responding. 

They also pay attention to the nonverbal details of a conversation. This prevents misunderstandings, allows the listener to respond properly and shows respect for the person they are speaking to.

Every team has rules, but few are intentionally crafted. This could have a negative impact. For example:

• In a team of two, it's easy to create short back-and-forth emails. As more team members join, it becomes more complex keeping everyone in the loop. Emails may include reply-alls about weekend plans and real-time decision-making, leading to unread emails and lost information.
• A single individual dictates the rules for the group. He may inadvertently communicate late at night that can affect an entire company.

Setting up norms is easiest when the team is first created. It may take a special meeting at the start, but it saves time and diminish problems down the road.

Shifting group norms in an established team is possible, too. Cultivate positive behavioral expectations on high-functioning teams.

... especially when it comes to things you don't like.

When approaching someone about the behavior you’d like to see changed, stick to factual descriptions of what they’ve done that has upset you, rather than using negative labels or words that convey judgment.

Being factual about what you don't like in someone's behavior (without overdramatizing) is an important start. 

The same should be done in describing the effects of their behavior. Don’t exaggerate, label or judge; just describe.

• Take an honest look at how you communicate. Are you thorough, clear, and factual in how you convey yourself? How consistent are you in how you communicate?
• Look at how clear you make your expectations—and how open you are to understanding what others expect of you.
• Assess how do you handle “crucial conversations” that can be emotionally or politically charged.

To be effective in information gathering, you need to let go of assumptions and be aware enough to recognize when you’re jumping to conclusions, making judgments, or using labels.

Asking curious, open-ended questions encourages dialogue instead of dictating what other people should do or think, And the best communicators listen more than they speak.

Influence is most often and most easily carried through trust: only when a co-worker trusts you will he or she be open to your influence.

The easiest way to do that is to be honest, no matter what. State your opinions, disclose your apprehensions, and don't keep secrets. 

Inconsistency is the fastest way to ruin your reputation. Consistency, on the other hand, is slow but sure: if you execute your tasks effectively and on time, day after day, eventually people will come to rely on you.