Initial Considerations


  • Focus on helping people to be able to interact online

    A technological setup to work from home, with laptops, VPNs, video conferencing software, messaging apps, and collaboration tools is required to start. If your company is behind on any of these, now is the time to close that gap. Source: Gil Broza

  • Our main challenge as coaches is to keep the team going as a team

    This will require intention and ongoing effort to make it happen, otherwise, the team will might devolve into a group, a bunch of people working in isolation, and miss out on the potential of teamwork. Source: Gil Broza

  • Get together with your team as soon as possible

    Within the next few days get together with your team to determine an approach, a plan, and working agreements specific to work from home. Source: Gil Broza

  • Focus on checking in (empathy, compassion & active listening)

    You might ask questions like: How are they doing today? What do they need to continue working? What’s currently on their way to be up and running at home? How is family doing? How I can be at help? Source: Gil Broza

  • Expect to work harder on preparing and delivering meetings

    Take some time to learn about virtual meeting facilitation, and then look for virtual collaboration & communication tools. Source: Gil Broza

  • Trust your people

    People will act as responsible adults, and remember that they’re in uncharted territory. Support is key here! Source: Gil Broza

  • Consider Daily Check Points

    Listen more than usual; help them cope and relax; support them as necessary; make sure they keep connecting with their colleagues too. Daily sync meetings are a great starting point to validate how the whole team is doing together Source: Gil Broza

  • Consider adapting the team’s process to fit the current situation

    Consider temporarily switching your planning to a flow-based approach, for instance with WIP limits on work intake. The team will still plan frequently, work on the same priorities, and move items through the same states, but their experience may be less stressful. Be aware that some people might feel nervous about this suggestion if they interpret it incorrectly as a bigger, formal transition to Kanban and therefore one more thing to deal with in a chaotic situation. Source: Gil Broza

  • Refine backlog items once per week (if needed)

    You could set a weekly optional Backlog refinement 1 hour meeting to set up items to be tackled by the team, once someone’s is available to start something new. Use your WIP limit to determine how many items need to be refined, for example: WIP Limit =5, Items that need to be ready to start = 5

  • Consider Just in Time planning

    Once your WIP Limit allows it, and someone is available to start new work, let the team pull from the top of the ready to start backlog.

  • Continual Feedback Loops to review product/service increments

  • Retrospect to improve at what you do, at least once per month

    Consider setting a team retrospective twice per month, giving the team the choice to use both of them for improvement. The team can skip one but not both

  • Consider setting up virtual rooms for things like sharing a coffee, chit chatting, relax

    Our job is to build safe spaces for people to live in. Consider creating virtual spaces where people can share a coffee or spend some time doing something different than work.