Let's be clear: since 2020, for most of us, our relationship to the way we work has changed. Some prefer to work in their caves, others in the office, in co-working spaces or from another region. That said, not everyone is looking for telecommuting or face-to-face work at any price.
Even if each case is personal, a "hybrid" telecommuting/face-to-face mode seems to be the ideal compromise for many of us. On the other hand, it's not easy to manage and motivate with this "hybrid" mode, in a work culture where face-to-face work is still a vector of control and surveillance! And in a context where human relationships have sometimes deteriorated. It's not easy, but it's totally possible - indeed, it's absolutely essential - to facilitate the right balance in working methods that is so much in demand today.
Because, yes, motivating a team that works mainly remotely is a real challenge. But it's also very instructive, with a few provisos. To keep our staff motivated and fully involved in their missions with these new "shared" work modes, we need to set up a framework, rituals and tools.
For my part, over the last 6 years, I've built up a dream team of 5 members, mainly working remotely. This organization was self-evident - particularly in view of my temperament - and has enabled me to recruit and retain our superstar talents - I have very little turnover! On the other hand, it's true that it requires inventing new ways of collaborating to create bonds and a sense of belonging.
Here are 5 practices I've put in place that have had a positive effect on bonding my team:
✨ Weekly coworking
Nothing is imposed, but we have an open co-working space where anyone can come and work. We're there for about 2 days with the communications team, for example.
✨ An ultra-efficient tracking tool
Trello is our best friend. The whole organization of the company is held in this tool! For us, it's a great platform for exchanging ideas and tracking progress asynchronously.
There are lots of tools for getting organized (asana, trello, notion, etc.), so each need and function has its preferred tool.
✨ Strategy updates by division
Every Monday morning, we have a videoconference to review the week's various com' priorities. It's an opportunity to take stock of what's worked and what hasn't, and maintain a mindset of continuous improvement in our actions.
As for the teaching team, we meet regularly to share best practices and feedback from the field, and to work on the R&D of our support programs. Continuous improvement is clearly a subject, if not an obsession for us!
✨ Individual follow-up with each participant
I regularly check in with each person (feelings, field feedback, desires, possible tensions, readjustments...), over coffee/lunch, via voice or written messages. These points are so necessary to open dialogue and take care of each other and our relationships. Otherwise, we use asynchronous sharing a lot, as it allows us to respect each other's rhythm and stay in close contact on a daily basis!
✨ A ½ team day every two months
Team moments, and in real life, are sacred. In the end, we don't see each other much - and that's what works for us as an operation, but human bonds in real life are so important! We take the time to get together to discuss strategy, celebrate victories and share our difficulties.
This ritual is key to ensuring that all members have a similar level of information about news & projects, to co-construct the next stage of the adventure together and... to strengthen our cohesion!
It's true that our way of working is a little atypical, but that's what brings us together and makes us unique. And that's what makes it work in the long term!
My team's commitment is quite impressive, I must say, but I'm convinced that it's a tailor-made recipe to be encouraged, co-created, iterated and cultivated over the long term. It's both exciting and disconcerting to experiment off the beaten track.
And, of course, there's always room for improvement.
Developing assertive and fulfilling relationships by working differently can therefore involve setting up a framework, tools or rituals.
It also involves values and la raison d’être du collectif ou du projet (=ikigai) that have a strong impact on the desire to interact and get involved.
The work culture of each structure needs to be shaped together. It's a real opportunity to give meaning, to create cohesion and lasting commitment within teams! And so that this human wealth feels in its rightful place, fully at the service of the company's/organization's mission.
It's not easy, but it's totally possible, and even indispensable, isn't it?
Further information
👉 Découvrez nos 10 astuces pour recruter plus rapidement dans une entreprise à impact
👉 Le guide du recruteur engagé : retrouvez tous nos articles et fiches pratiques