ConceptsNest

  ***Continued from Chapter 01 (Covered previously: Virtual Teams- Meaning & Interpretation, Trust in Remote Teams, Affective & Cognitive Trust) Link to Chapter -01 Building of Affective Trust In Remote Teams   01: Prioritize On Boarding More Than We Usually Do: According to research, affective trust tends to be more important to foster at the beginning of a relationship . Accordingly, on boarding well becomes even more paramount for virtual team building. A few key elements for remotely on boarding the team may include: 02: Avoid Cliché Icebreakers. How often do we find ourselves asking “How was your weekend?” to break the ice before the start a meeting? Their answers to this question feel worn, tired, and un-engaging.  To shift the mood for the team and build affective trust, we will want our virtual team building to focus on non-cheesy icebreakers. Cheeky, enlivening icebreaker questions can reveal something new and intriguing about the person you might not have

  Now that our team isn’t working in the same office anymore, the things we used to say to each other in the hall – a simple “hello” in the mornings or a smile at someone as we walked by their desk – are absent. Gone are post-lunch catch-ups over coffee or asking about how a co-worker’s weekend was when we go to fill up our water bottle. So what do we do? How do we bring back trust and cohesiveness in the team? Games and activities are charming, sure. But does it truly help build trust in a remote team? We have to dig deeper for more meaningful and more sustainable ways of building trust in a remote team . What is a Virtual Team “Virtual team” is an odd phrase. It sounds like something that only exists in a digital alternate reality. But virtual teams are very much a reality, and they’re becoming more prevalent with each passing day. A virtual team is no longer an outlier. Organizations have realized the benefit of using technology to look beyond their local community for talent

BEHAVIOURS THAT HELP LEADERS MANAGE A CRISIS The roles and responsibilities of business leaders have dramatically changed in the past few weeks. Before COVID-19, leaders in high-growth companies were focused on fostering innovation, driving revenue, and gaining market share. Today, many of those same leaders must make rapid decisions about controlling costs and maintaining liquidity . They may encounter unforeseen roadblocks — supply chain issues, team shortages, and operational challenges — that drastically alter the scope of their roles and priorities. All the while, they and their teams are navigating health and safety concerns, working remotely, and supporting their families through the pandemic. Those in charge will be tested in areas where they have not fully developed their leadership muscles, and the learning curve will be steep.   To move forward in a crisis, leaders need to cultivate some behaviours in themselves and their teams. They must decide with speed

Accuracy and Precision: The words accuracy and precision are often used almost interchangeably in colloquial usage. However, when it comes to measurement system analysis their meaning, interpretation and usage is widely different. It is important to understand these characteristics since they form a part of a good measurement system. Accuracy refers to the closeness of a measured value to a standard or known value. Precision refers to the closeness of two or more measurements to each other. A good analogy for understanding accuracy and precision is to imagine a basketball player shooting baskets. If the player shoots with accuracy, his aim will always take the ball close to or into the basket. If the player shoots with precision, his aim will always take the ball to the same location which may or may not be close to the basket. A good player will be both accurate and precise by shooting the ball the same way each time and each time making it i