Helping team leaders create
a virtual dream work environment
a virtual dream work environment
Let's form a global culture of effective team interaction in virtual workspaces together!
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Problematic
Reading time: 2 min.
Right now, billions of team interactions are taking place all over the world in virtual workspaces: messaging, meetings, working with tasks, files, accesses, etc.
According to our methodology, a virtual work environment is a virtual workspace in which team interaction takes place.
According to our methodology, a virtual work environment is a virtual workspace in which team interaction takes place.
We have been working for many years with teams (from 5-10 to 100-150 people) from different countries, and have come to the conclusion that few teams can boast of the virtual work environment that, at least, does not cause daily suffering.
Every small thing in daily routine, like a splinter, for a period of a month/half a year/year can lead to stress and demotivation, to colossal losses of working time, money and not getting the planned results.
Such "small things" are often referred to by the term Inefficient processes.
Such "small things" are often referred to by the term Inefficient processes.
Modern work formats (both in the office and remotely) involve the use of several applications (messenger, task manager, CRM, cloud storage, etc.). They all make up a virtual workspace.
By researching and measuring inefficient processes and their consequences, developing solutions, using the experience of various fields (psychology, sociology, philosophy, management, HR, UX/UI, BP, statistics, CRO, DA, BI), we have identified a separate area of knowledge that can become the basis for a culture of effective team interaction in virtual workspaces. In this culture, each team member in the process of work not only solves the problems of interactions that arise, but also strives to prevent them.
Processes and guides should not be created for the sake of creating processes and guides.
Together with teams from all over the world, we form and develop a culture of effective team interaction in virtual workspaces.
For whom
For leaders who strive for well-coordinated, efficient work, psychological comfort and a friendly atmosphere in their teams working in a virtual workspace (both in the office and remotely).
Commercial organizations:
Non-commercial organizations:
Startup
Project Team
Product Team
Digital-agency
CEO
Founder
Director
Business Owner
Head of Department
Project Manager
Product Manager
Educational Institution (school, university)
Research Group
Volunteer Group
Creative Group
Team Leader
Teacher
Account Manager
About Guidbase
Reading time: 2 min.
How to avoid unnecessary meetings, calls, messages?
Like other remote teams (long before working remotely became mainstream), we were facing the everyday issues of team interaction:
How to organize and effectively maintain all the necessary workspaces (Slack, Jira, Zoom, Trello, LastPass, Confluence, etc.)?
How to figure out which ones are really necessary?
How to figure out which ones are really necessary?
We were solving these and other issues on our own, gaining experience, making mistakes, wasting time and money.
After a while, we discovered that other teams from completely different fields, working both remotely and offline, face similar issues.
After a while, we discovered that other teams from completely different fields, working both remotely and offline, face similar issues.
This is how Guidbase [ˈgwidbeis] appeared - research & educational project in the field of improving the effectiveness of team interaction in virtual workspaces (messaging, meetings, tasks, instructions, Knowledge base, accesses, etc.): from analysing the current state and generating hypotheses, to launching corporate A/B tests, implementing the changes, training the team, forming a culture, measuring the results.
Our mission is to make sure that the well-coordinated work and comfortable atmosphere in the virtual work environment of any team are not an accident, but the result of the formation of a special culture by team leaders.
Our mission is to make sure that the well-coordinated work and comfortable atmosphere in the virtual work environment of any team are not an accident, but the result of the formation of a special culture by team leaders.
For 12+ years we were managing remote BI (Buisiness Intelligence), CRO (Conversion Rate Optimization), and Digital Analytics projects and teams
How to make a team of dozens of specialists from different fields feel comfortable in conditions of 100% remote work and perform tasks as productively as possible?
How to set tasks that are performed without unnecessary questions?
How to create instructions that are executed, but not lying in a folder covered with mold?
At the intersection of fields
UX/UI
CRO
Psychology
BP
Statistics
HR
Sociology
BI
Philosophy
DA
Management
Values
Psychological comfort and an eco-friendly atmosphere in the team are based on the expression of Respect, Care, Thankfulness and Goodwill.
The most favorable conditions for effective team interaction are psychological comfort and an eco-friendly atmosphere.
Time as an unrecoverable resource and as a Measure of the effectiveness of team interaction.
Curiosity, accumulation, transfer and use of experience by each team member as Sustainability.
Up-to-date technical tools as a minimum and sufficient Necessity.
Metodology
Step 1: Analysing the current state of Team's virtual work environment and Team Leader's skills.
Conducting an audit, measuring and digitizing the current state of environment, preparing a list of recommendations, forming a set of ready-to-implement Guidebase solutions.
Conducting an audit, measuring and digitizing the current state of environment, preparing a list of recommendations, forming a set of ready-to-implement Guidebase solutions.
Step 2: Introducing the Team Leader to the Guidbase approach and launching the recommended changes to the Team
Itroducing the Team Leader to the approach to effective interaction in the Virtual Workspace, forming special skills and habits. Launching the recommended changes in the Team.
Itroducing the Team Leader to the approach to effective interaction in the Virtual Workspace, forming special skills and habits. Launching the recommended changes in the Team.
Step 3: Forming a culture in the Team
Consolidating key skills and habits, helping the Leader to form the culture of the Dream Virtual Work Environment in the Team.
Consolidating key skills and habits, helping the Leader to form the culture of the Dream Virtual Work Environment in the Team.
