{"id":25301,"date":"2023-11-14T09:19:47","date_gmt":"2023-11-14T09:19:47","guid":{"rendered":"https:\/\/www.lafosse.com\/?p=25301"},"modified":"2025-07-18T15:41:16","modified_gmt":"2025-07-18T15:41:16","slug":"ctos-anonymous-in-search-of-excellence-in-a-global-workforce","status":"publish","type":"post","link":"https:\/\/www.lafosse.com\/insights\/ctos-anonymous-in-search-of-excellence-in-a-global-workforce\/","title":{"rendered":"CTOs Anonymous: In search of excellence in a global workforce"},"content":{"rendered":"

In the last few years, blended global teams have become the norm within organisations, particularly those across the tech space. With near- and off-shore employees, remote and office environments, and a wide range of opinions and approaches to consider, how can businesses maintain operational and service excellence?<\/p>\n

Start with culture<\/strong><\/h2>\n

It\u2019s no secret that a successful business has a successful culture at the centre, so embedding an expectation of excellence within that culture is a great place to start. Company culture is made up of three things: the things that are written down, the things that are said, and the things that are demonstrated and believed. As a leader, it\u2019s your job to set the tone and really show up; you must live and breathe your company\u2019s culture and elevate the environment.<\/p>\n

The next stage is driving those messages and actions throughout your teams and the wider organisation. Visit employees in each location, encourage input from everyone on what\u2019s going well and what could be improved, and welcome suggestions on different ways of working. It\u2019s only by collating different opinions that you\u2019ll understand how embedded those cultural elements are. Remember, culture needs to be championed across the company from top-to-bottom, so buy-in at board level is equally as important.<\/p>\n

Hire for personality<\/strong><\/h2>\n

Tech comes and goes (after all, it\u2019s just a tool), but the person using the tool and using it well is where success lies. The most important thing you can do is hire good people, and \u2018good\u2019 doesn\u2019t necessarily mean technically proficient. Skills can be taught; personality, problem-solving ability, and work ethic cannot.<\/p>\n

Of course, there\u2019s a basic skill-level requirement, but it\u2019s not the leading factor. Having a detailed understanding of the soft skills and ways of working already present in your teams can help you to identify what you\u2019re missing, and therefore recognise the value-add candidates. Bring on people who are smarter than you; if you\u2019re wise enough to realise your gaps and shortfalls and then hire people to fill those gaps, you\u2019re on to a winning formula.<\/p>\n

Optimise collaboration<\/strong><\/h2>\n

Online technical collaboration tools make working over the web pretty simple, but emotional contagion is a huge factor of working as a team, and being physically together at regular times is vital to understand the more subtle nuances of interaction. Combining the two can work well; the time spent together in person can focus on communication, the time spent online can focus on technical work. Ensure you\u2019re enabling both environments as much as possible.<\/p>\n

Testing collaboration at the interview stage can also be a great indication of individual work practices and approaches. Try giving your candidates a problem and then work with them to find out how they solve it – you\u2019ll see practical examples of problem-solving, critical thinking, resilience, curiosity, and reaction to failure, all of which will help you to understand how each person will work within your team.<\/p>\n

Understand drivers<\/strong><\/h2>\n

In a competitive marketplace, understanding what attracts and motivates candidates isn\u2019t where the conversation ends; to retain your staff, you must ensure they feel fulfilled in their roles. Find out what drives them – recognition, working with others, remuneration, trust in managers, challenge, career progression \u2013 and keep talking about this on an individual level as their roles develop. Remember, the things that make one person happy are not necessarily what make another person happy.<\/p>\n

Commonly in tech, innovative and dynamic ways of working are an attractive prospect for candidates and employees, and being open to suggested new ways of working, alternative tech stacks, or unfamiliar software can not only motivate but also show a willingness to be flexible.<\/p>\n

Focus on happiness<\/strong><\/h2>\n

Defining success within teams can be difficult, but \u2018The Happiness Factor\u2019 is the leading indicator of whether people will deliver, bring people along with them, and help build a positive culture.<\/p>\n

Autonomy is a huge element of happiness; people don\u2019t want to be order-takers, and so allowing for self-management (to an extent) can help to create a more positive environment. If you\u2019ve hired the right people, trusting them to do their job should come next.<\/p>\n

As with understanding drivers, talk to your teams about what makes them happy. Send out regular surveys and ask for feedback, welcome suggestions, and check in on your employees with regard to their mental health and well-being.<\/p>\n

Manage your vendors<\/strong><\/h2>\n

If you\u2019re using external agencies and vendors to hire into your teams, treat them as closely as you would an employee or internal hiring manager, and hold them to the same standard. Communicate the cultural elements that are vital to your business\u2019 success and ensure they are hiring against them. Align your interview questions to uncover \u2018personality\u2019 factors, collaboration styles, and soft skill sets. Your vendors are a representation of your business; excellence should be front of mind for them, too.<\/p>\n

Reading list:<\/strong><\/h3>\n
    \n
  • Riding the Waves of Culture by Charles Hampden-Turner and Fons Trompenaars<\/li>\n
  • Communication for Engineers by Chris Laffra<\/li>\n
  • Legacy by James Kerr<\/li>\n
  • Team Topologies by Matthew Skelton and Manuel Pais<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"

    In the last few years, blended global teams have become the norm within organisations, particularly those across the tech space. With near- and off-shore employees, remote and office environments, and a wide range of opinions and approaches to consider, how can businesses maintain operational and service excellence? 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