teams

How To Understand Your Team Type: Collocated, Satellite, Cluster, Nebula

I’ve been hearing people talk about “hybrid” remote teams. So far, every person I’ve talked to means something different. When Mark Kilby and I wrote From Chaos to Successful Distributed Agile Teams, we differentiated between these types of teams: Collocated, as all the people are within 8-16 m of each other. (See the Allen Curve …

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Hours of Overlap, the First Principle of Successful Distributed Teams

Hours of Overlap, the First Principle of Successful Distributed Teams Do you work in a building with other people? You might think you’re part of a collocated team. Here’s the test: Is everyone on the team within 30 meters (or seconds) of walking to each other? If so, yes, you are collocated. If not, no, …

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Individual Contributor vs. Team Member

Many people draw distinctions between people who do management-kind of work and people who do  “individual contributor” kind of work.  I’ve been asking if they mean individual work or team member work. Sometimes, they do mean individual work. More often, they mean team member. Our culture shapes our language. (And, our language shapes our culture.) …

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Creating Agile HR, Part 7: Agile Feedback and Coaching

What can we make more “agile” in HR? Aside from an agile approach to recruiting and hiring, we can make feedback and coaching much more iterative and incremental. Add in collaborative feedback and coaching, and appreciations, and it starts to look like an agile approach to “managing performance.” In the past, managers held all the …

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Creating Agile HR, Part 6: the Agile Compensation System

I wrote about career ladders in Creating Agile HR, Part 5: Performance Management, the Career Ladder. Once you have a career ladder, it’s easy for everyone to understand the criteria for a given level. That means you can use an “agile” approach to manage compensation. Compensation is part of career management. Career management includes: Recognition (what …

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Creating Agile HR, Part 5: Performance Management, the Career Ladder

One of the big roles of HR is to shepherd the assessment of people and their fit for their jobs. That’s called “managing performance.” Managing performance is about: Creating and curating a career ladder for all jobs. That’s exempt (salaried), non-exempt (hourly), and all management. Manage salary parity. HR might help a manager learn how to provide feedback and coaching. (I …

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