Intelligent CIO LATAM Issue 13 | Page 83

It is quite a challenge even though it is possible to shape the brand . In the beginning , it requires efforts directed from the company to ‘ motivate ’ those bonds that previously occurred . Also , it is necessary to emphasize culture and values in more concrete ways than before .
It is worth encouraging parties , virtual celebrations of the company ’ s milestones and achievements , ways to give 360 o recognition , training of all kinds or team building activities using applications that randomly cross people who are not from the same team for them to meet .
Company culture is transmitted on a daily basis and leaders are fundamental to this . Unlike those who were bosses during the era of 100 % face-to-face work , those who lead distributed teams cannot neglect this aspect and expect that the bonds and culture will be learned by employees on their own .
The leaders are the ones who operate based on trust rather than control , who listen carefully to what is said
( and what is not said as well ), creating spaces for informal exchanges or , better yet , who encourage the team itself to do so .
A good leader for this new paradigm will also be protective to ensure that this daily dynamic also occurs with new members who are virtually present .
Errors and successes of remote incorporation
It is necessary to avoid the situation where the team bears the burden of incorporating ‘ new standards ’
All the rules used to say that good onboarding starts with getting to know the team , developing bonds and trust .
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