If you're a trainer, workshop facilitator, faith-community leader, event planner, or consultant, you convene groups for a living.
You've probably designed your work assuming you'll be in the same room with the group you're serving.
Now, like everyone else, you need to figure out how to deliver your services online.
You're working fast and feeling a lot of pressure to have an answer for your clients now. You also want to keep your existing contracts intact as much as possible. It was hard enough to get these sessions scheduled in the first place, so you really don't want to have that discussion again.
Unfortunately, this desire to keep the transition from in-person to virtual as simple and direct as possible is driving many experts to make some poor choices. They're also missing some big opportunities.
Here are three of the most important mistakes we see experts make when they first redesign in-person events for online delivery, and some tips about what to do instead.
As your business grows, you have two routes you can take when it comes to staffing: you can hire employees or you can work with freelancers.
Many businesses are realizing the benefits of hiring remote employees and freelancers, rather than hiring in-house employees.
However, managing a team of freelancers can have its own challenges. Communication and clear direction are key to ensuring the team understand their roles, responsibilities, goals and how to escalate problems.
You also need to ensure your in-house team understand the project and how they will work with the freelancers you hire.
Regular, structured meetings and open lines of communication help ensure everything stays on track. Through each stage of the project lifecycle, diarize key meetings and ensure resulting actions and queries are followed up on.
Freelancers often work remotely in different countries with different time zones and cultures. Online meeting solutions as well as cloud based project management tools mean there’s no excuses for not communicating effectively wherever you are.
As more and more teams are collaborating remotely, having effective meetings between various stakeholders is key to successful projects. Developers and designers are two core stakeholders in this process.
Collaboration between them and the issues surrounding how designers share designs with developers are much talked about and clearly a question that has not been answered in whole.
Today, developer and design teams are spread across time zones to build products for a global audience. In such scenarios, communication is the key.
The people, processes, and tools all contribute to the communication process. Having transparent workflows that make it simple for everyone across the team setup to work with one another creates better communication channels.
When it comes to meetings for developers and designers, issues of scope, feasibility, bugs, navigation, and aesthetics are some of the main talking points. Left unmoderated and unchecked, they can stagnate projects to no end.
Meetings are an important component of virtually any business. In the past, it was not uncommon for meeting participants to board a plane and fly to another coast or international locations.
This was necessary to ensure that all of the company divisions met face to face and were on the same page, but it cost a great deal of money. Travelling extensively meant that certain employees could not perform their regular jobs for potentially days at a time.
Thankfully, online meetings have changed all of that without compromising professional bonding. In fact, many of the technologies available today make staying in touch so much easier, which allows professional relationships to be stronger than ever and require less of a time commitment.
Creating a strategic plan for your business is a critical task for the leadership of every company.
If you don’t decide where you’re headed, you will lead aimlessly. People will follow your direction, but they won’t have context, insight into to your actions, or an understanding of how they can best contribute.
Any planning requires time and focused attention, yet with a few simple rules, building a strategic plan can be accomplished with less effort than most people think.
Best of all, once you create the plan, you’ll wonder why you didn’t do it sooner. Everyone in your organization can move in the same direction toward a common set of goals.
Mapping Your Strategic Plan
Building a strategic plan is like creating a map. It has directions for how an organization will accomplish any given strategy. The plan (map) explains where a company is going and the methods (roads) people will take to get there.
When your team decides to come together and build the plan, be sure to include all relevant stakeholders in the process. Without them, you’ll have less commitment to the final outcome.
Many leaders understand the value of planning, but neglect to go through with it for a myriad of reasons. Time constraints, knowledge of the process, or perceived high cost can all be obstacles to executing.
Here are 5 great reasons to get your team together to create a strategic plan as soon as possible:
You get to set priorities Provide clarity by letting your team know the most important initiatives for the organization.
You get buy-in on company direction If everyone contributes to the process, they'll be more supportive of the outcomes.
Your team will have alignment When your team has a mutual understanding of and agreement on the company's goals, they'll work together more effectively.
You can simplify what you'll work on Once you limit yourself to a set of specific goals, you can be liberated to work on just those goals.
As a leader, you can communicate your vision Once you document your company's vision, not only can you clear your head of thinking about it, but everyone around you (employees, vendors, leadership) can contribute to achieving the vision sooner.
On the TV show The Profit, Marcus Lemonis teaches that “people, process and product” are the three keys to a successful business. As Chairman and CEO of Camping World and Good Sam Enterprises, he leads close to 6,000 employees in over 100 cities across the US. I’ll take that as a credible source.
There are numerous processes out there to run a business, manage people, and develop products, yet almost all of them are geared toward in-person communication.
What happens when your team is distributed, and rarely sees each other in person?
Remote work is a reality in companies everywhere - whether employees are on a different floor, co-located in offices across multiple cities, or in a remote home office location working solo.
We've published a wealth of information on remote work over the years. We sifted through it all and pulled out the five pieces we felt every remote team can and should have in their process toolkit - the foundations - and wrapped them up into a neat little package.
Today's post is the last in our series. Now that we've got the whole package out there, it's time to ask the hard questions.
Does this approach to strategic planning actually work?
Is the plan you get at the end worth the time it takes to create?
Designed by Anna O’Byrne at Upstream Meetings, the process outlined in the Toolkit is meant to help larger organizations conduct planning with a distributed workforce. For big companies, it provides an effective way to run the annual planning process and save thousands on travel costs.
The surprise for us was how well this process works for small businesses, regardless of whether they work remotely or all at one location. The Toolkit provides a do-it-yourself guide to planning that a busy small business can use to quickly create a usable plan. Broken out into several short sessions that run over the course of one to three weeks, this approach not only saves travel expenses, it also means you don’t have to shut down the company for a full day while your team plans.
This approach to planning is practical, affordable, and effective.
How do I know? We’re a small business, and we ran through the whole thing ourselves. Here’s our story.
We test every new meeting template before it’s published to the Lucid template gallery. We check for typos and configuration problems, and we test to see if the flow feels right. Sometimes that’s pretty hard, because we don’t always have a need for that template ourselves at the time.
It took our team just 55 minutes to run through the whole process, as you can see from this report snapshot.
Feedback from the Team: What did you learn from this experience?
For the most part, this exercise confirmed that we are aligned on the key elements of working together as a team. I was mildly surprised that we didn't have a common way of using Slack - I tend to keep it open 100% of the time, running as a separate application with alert badging on the icon in my OS X dock. This means I tend to be very interruptible and responsive to @ requests. Everyone else uses Slack in a web browser tab, with only sporadic checking. This lets them focus more, but also means they don't necessarily respond as quickly to pings in Slack. Very good to know, as my assumption was different!
We also did not have a clear commitment to joint, overlapping working hours, so that was good to iron out. And finally, I came away feeling that we had made a documented, mutual commitment to a behavioral standard that worked for everyone. It's very powerful to see that agreement in writing.
I learned that although we are on the same page for most of the ways we work together, defining it as a team in writing provides a nice clarity.
For instance, hearing that everyone uses Slack in a slightly different way helps me understand how to better collaborate with the team. Based on our discussions, I have modified my notifications a bit and switched to the browser instead of the app version.
The big surprise for me was that we really don't use email to communicate with each other very much. This has evolved over time, and we certainly all still check our email several times a day.
If I'd thought about this, it would have been obvious, but I hadn't really noticed the change - probably because my inbox still shows 5,000+ unread messages. But as far as internal communication goes, we pretty much use email only to communicate with clients, partners, and other people outside the company.
Once you have an established vision and mission, it's time to figure out exactly what you'll do to achieve them. The Complete Toolkit for Strategic Planning with Remote Teams breaks this work into two sessions. In the first, the team establishes a series of high-level goals, and in the second, they define the specific strategies they'll employ to achieve these goals.
The information that follows is an excerpt from Anna O'Byrne's detailed Guide that accompanies these templates.
How Goals & Strategies Fit in the Essential Strategic Plan
The Essential Strategic Plan is concerned with what you want to achieve – your "ends" – and how you’ll attain these ends, at a high-level. The "essentials" covered in this series of meetings make up the core of your strategic direction.
The vision, mission and values define your organizational identity; your very brand. They become the filter through which you evaluate new opportunities, and can drive day-to-day decisions.
Goals and strategies define where you’ll focus energy and resources.
True to its name, the Essential Strategic Plan covers the basics; a minimal but fully functional strategic plan. Depending on your organization, you may wish to plan to a finer level of detail. For example, you might break down broad strategies into more discrete tactics. Tactics are actionable steps towards achieving your goals. You can also break down goals into specific, measurable objectives. Then, as you define measures, you can capture these in a scorecard to monitor your progress.