Section 1.1: Understanding Team Needs

To start, I scheduled one-on-one meetings with each team member. This was essential since I was assuming line management over most of the engineers. But I wanted to extend my discussions to include the Quality Assurance (QA) and Business Analyst (BA) roles as well.

The main goal of these meetings was to understand the team’s perspectives on our progress and what they envisioned as improvements. While some concerns were beyond my control, like outdated processes and urgent maintenance tasks, several points were actionable:

• The absence of long-term goals within the team.
• The disorganization of our project management tools.
• Inefficiencies in meeting structures that consumed excessive time.
• A desire for stronger team cohesion.

The last point was particularly crucial, as fostering collaboration required a more nuanced approach. By engaging team members individually, I was able to uncover deeper insights into the obstacles they faced, which may not have surfaced in a larger group setting.

Section 1.2: Identifying Challenges

To effectively foster a sense of unity, I needed to pinpoint the core issues.

During the one-on-ones, many engineers expressed feelings of isolation, indicating that they were operating within silos. Each individual was often engrossed in their own tasks, leading to minimal collaboration even on shared projects. Opportunities for teamwork were sometimes met with reluctance, as team members preferred to navigate challenges independently.

This situation was compounded by the remote nature of our team, which was spread across the UK. The challenges were twofold:

1. Insufficient collaboration among team members.
2. Difficulty in fostering collaboration in a remote environment.

After careful consideration, I devised two strategies to enhance teamwork.

Section 2.1: Encouraging Team Interactions

Since assuming my managerial duties, I have been dedicated to promoting teamwork. One effective strategy was to streamline our focus by limiting the number of concurrent tasks. With six engineers on board, we often juggled multiple projects, leading to a chaotic workflow.

By reducing the number of tasks, I enabled team members to collaborate more effectively. For instance, pairing a senior engineer with a junior engineer on similar projects fostered mentorship and facilitated knowledge sharing.

Additionally, I implemented a "floater" role for one engineer each sprint. This individual would assist others by unblocking issues or gaining familiarity with different code sections. This role was especially beneficial for newer team members who found it challenging to seek help.

Section 2.2: Implementing Collaborative Tools

To further simplify collaboration, I introduced a virtual office tool called Gather. This platform creates an engaging workspace that mimics in-person interactions, allowing team members to easily converse and collaborate.

After a trial period of one month, the feedback was overwhelmingly positive.

Video: How to turn a group of strangers into a team | Amy Edmondson - YouTube

The benefits of Gather included:

• Seamless communication akin to in-person interactions.
• Dedicated areas for meetings that promoted focused discussions.
• Visibility into team members' availability.
• Engaging social activities that enhanced team bonding.

Despite a few initial adjustments, the overall response was enthusiastic, with the entire team—engineers, QAs, and BAs—embracing this new tool.

Section 2.3: Sustaining Team Spirit

Now, my team enjoys a more collaborative work environment, engaging in pair programming and readily seeking assistance from one another.

Video: Simon Sinek on How to Collaborate on Projects More Successfully - YouTube

Incorporating Gather has been a game-changer, enabling daily interactions and fostering a sense of belonging. I recommend any remote team consider implementing similar tools to enhance their collaboration.