Remote Working Effectiveness
The Challenges

As the pandemic developed and most countries went into lockdown, many organisations took the challenge of organising their workforce to work remotely. Knowledge work at least offers the advantage of resilience when physical distantiation is mandated. 

After a few months of this arrangement and with continued lockdown situations, it looks like remote working will remain part of the scene, even when we can fully go back to offices. The pandemic has forced most companies in a scaled experiment that will redefine the place of work. 

Most enterprises' initial focus has been to establish technology solutions using Zoom, Microsoft Teams, etc. and open possibilities for collaborative documents. But the technology solutions do not do the practices, and there is a lot more to do to get the teams to use the tools effectively. 

Much of the workforce will report Zoom fatigue, too many meetings and not effective ones at that. Engagement of the whole system is plummeting, and productivity will follow the same course. Enterprise needs to focus their investments in evolving remote working practices; we can help you at this.

Remote Working Facilitated Programmes

Effective remote working needs to concentrate on two fundamental principles: 

  • Beyond the technology solutions, improving the practices of remote working, so less more effective meetings happen

  • Intentionally focusing on team health to build resilience into the teams and free up managers from checking on everybody


The remote working practices consist of smoothing the virtual presence and putting more intentional collaboration opportunities into the meetings. As part of our education, we focus on: 

  • Improving the set-up

  • Preparing the sessions building up collaboration

  • Rethinking the usual biased approach of presenting a solution and asking for comments

  • Establishing an arc into the sessions, from stating the problem to competently diverging and converging

  • Using breakouts and collaborative documents to engage and collaborate in the process of co-creation

  • Throttling the meetings in progress by visualising the conversations to be had

  • Adopting a curious and Clean questioning attitude to stimulate discussion and engagement


Beyond those practices, we also coach and train the teams to be intentional about their healthy relationships and resilience. It is generally not a topic of conversations, even in retrospectives. However, it requires much intentionality in a remote set-up:

  • Acknowledging the difficulties for all

  • Creating team alliance 

  • Organising check-ins on the alliance and further exploration

  • Creating energy, positivity and variety 

  • Improving the clarity

  • Developing resilience in day-to-day work

  • Developing the leadership stance

Coaching & training modules

The Remote Working programmes deploy a mix of the following Coaching and Training modules: 

  • Web Events that Engage (licensed to run ReesMcCann material)

  • Systemic coaching for team health

  • Training journey for better online meetings & workshops

  • Observations and feedback

  • Workshop co-creation assistance

  • 1-to-1 coaching

  • More focused meetings & workshops

  • Great collaboration, even remotely

  • Happier more autonomous teams

  • Less management overhead

  • Workforce resilience = business resilience

  • Effectiveness and productivity

Client stories

FMCG organisation: Training the Learning & Development team to better remote practices


The Learning and Development team of a large FMCG company realised that the continued lockdown situations would not see classroom training return in quite some time. 


They had to convert their material to virtual and wanted to absorb some best practices before they did so. We ran a Web Events That Engage training (from ReesMcCann) to help them recognise the techniques that work and how they should reconsider their material.

Tier 1 Investment Bank: Practices and Micro-Trainings to remote facilitation


We found ourselves facing the same challenges as the whole workforce during a long-running engagement with a Tier 1 Investment Bank when lockdown arrived.


Fortunately, as coaches, we were well-versed with working remotely. We organised to help the teams with their practices, deploying micro-trainings to run more effective meetings, and create alliances for their health. It was quite a challenge initially as the tooling did not allow for many collaboration options. It is surprising however, what we could achieve with creative use of the chat and engaging people on a screen share. 


It was fantastic to see how the teams were progressively trying the same practices and designing much more engaging meetings.