Schools were asked to transition everything they would normally do within their school walls to a virtual environment overnight. District and school teams are continuing to find ways to provide meals to students, adjust all meetings to virtual, expedite the distribution of devices and wifi, update as many curriculum resources as possible, and do all of this while trying to keep it together at home. We are starting to see more people get settled into working remotely and also try to navigate ways to still build team culture and keep spirits high.
Teachers have a tremendous impact on the learning and lives of their students and communities, and planning a unique and powerful teacher appreciation week is one way to celebrate their incredible contributions. School and district leaders can use the strategies below as a starting point to plan meaningful ways to recognize all that they do, every day.
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To close out this series on how to get your organization primed for remote work, I’d like to explore some pitfalls of working remotely and share tips for avoiding them. It can be easy for virtual meetings to get very tactical since participants are wary of conversations that are too long and fail to stimulate them. This can lead to several other issues that can derail a meeting. To avoid this pitfall, it’s important to have a strong facilitator that can bring people together to agree on a set of protocols and norms for any given meeting. Such norms might include not having side conversations, so as to not distract others.
Distributing information in an organization can sometimes feel like playing telephone. When we need to share information with teammates, it can be easy to start small, by having side conversations with colleagues sitting nearby. If you know how telephone is played, you know that this can be a recipe for disaster, with people passing on diluted information they did not have adequate time to reflect on. However, in a remote work environment, we have an opportunity to think about how we can distribute information quickly and equally throughout an organization to avoid confusion and misalignment.
Many leaders are making decisions that impact their entire organization in response to the COVID-19 outbreak. As with many decisions with far-reaching implications, building consensus may be an obvious instinct for many. However, in a time with so much uncertainty, there can be many drawbacks to aiming for consensus – chief among them being too much input, causing the process to stagnate. Remote work provides the opportunity for leaders to try things differently and to avoid some of the traps that come along with integrating the input of many team members.
Many organizations are learning how they can push their work forward as they transition from in-person to virtual collaboration. No longer confined by the physical limitations that come with an office space, leaders must also recognize the opportunity that virtual work brings to more thoughtfully reflect on how work gets defined and how it gets delegated to team members. Defining the work before defining team roles is essential for individual growth and improving organizational decision-making.