Fabio Salvi takes us behind the scenes of his work in Human Resources at Flix to show that true leadership goes far beyond technical skills. Drawing on examples from his experience in five European countries, he reveals how building inclusive and motivating work environments, even during challenging times, is key to unlocking team potential and transforming companies.
The box of surprises.Wow!Okay.How do you create trust in a remote team?
I would like to know the answer to this question because it is my biggest challenge of what I'm dealing with right now.
Personally, I am someone who likes to be physically with people and the remote relationship, is more of a substitute for the real relationship, but I see it from far away, so to speak, from my point of view.
However, it is clear that work is changing, and this is also an opportunity for freedom for people, to give everyone the space to work where they feel most productive, where they feel most comfortable.
So with remote people, it's clear that you can't build a relationship.as if they were there in person.
Working in this sense, how can I put it, let's act as if we're having a virtual aperitif aperitif, it's really doesn't work, it's just weird.
So from this point of view, it's really important to create routines,little rituals, and ways of paying attention that still come through.
Even through the screen to create a genuine relationship.
The point is the willingness to share and to have this shared responsibility.
So say, "Okay, we're a team, we're working on this type of project.
Where are we now?What are our challenges?What are our options?" So I was a fan, now I'm still a supporter, but not a die-hard one of agile methodologies.
So we used, for example, the kanban board technique and meetings.
Every morning to find out what had gone well the previous day, what went wrong, what kind of support people needed.
Of course, this approach takes a little getting used to, and practice is also needed.
Also the virtual side of the relationship.So this meeting, which serves as both functional and also an opportunity to say, oh, I don't know, the day before he told me that,"My son is going to a swimming competition", so I asked him,"How did the swimming competition go?" In short, remember these human aspects, which then become fundamental, because the fact that we are far apart does not mean that we do not we can take an interest in the lives of others.
And so this mix of tools, of techniques, but basically attention to human beings then becomes the key to managing remote teams as well.
It is clear that it must be a methodological thing, it must have principles for which this relationship must be cultivated more systematically than in the face-to-face relationship that comes more naturally for opportunities that normally created.
Even during periods of low energy, or not only then.
The classic example of when meetings are canceled, whether they are regular or alignments, it's when there's a super heavy workload and you say:We have to do it tomorrow because I'm super busy, then tomorrow becomes later, then it becomes week after week, because in the end something always overwhelms you.
So give it importance and continue to cultivate it over time and, as always,see if it works or not.
Well, that's the theory.At the end of the day, ever group is made up of people.
Remote or not, we're all humans.So there is no recipe, but at least there is the possibility to change what isn't working
That seems to be the hardest part for me.
