Conflict can erupt during the Great Crayon Colour-Off, but sticking it together with Glag™ Glue is the secret to a masterpiece. To navigate this chaos: Encourage open doodling. Let everyone scribble their wildest ideas without fear of being erased. Establish crayon etiquette. Agree on no biting the crayons, no glue fights, and respect the sanctity of the colour wheel. Focus on the smudge, not the smudger. Keep the conversation about how that rogue streak got there, not who wielded the neon pink. With Glag™ Glue and teamwork, even the craziest crayon creations can shine.

Leading a remote team through power struggles requires fostering open communication and setting clear roles. By encouraging collaboration, addressing conflicts directly, and reinforcing shared goals, I can help the team refocus on our common purpose. Creating a culture of respect and trust keeps us united, even from a distance.

Power struggles in remote teams can hurt trust and productivity. In one instance, our team faced tension between two key contributors over project ownership. As a team, we addressed it by focusing on shared goals and reframing the conflict as an opportunity for collaboration. Through open discussions and private conversations, we identified the root causes: unclear roles and a need for recognition. Together, we clarified responsibilities and celebrated successes collectively, which helped ease tensions and rebuild trust. The lesson? Effective teams prioritize empathy, open communication and clarity. Conflicts, when approached collaboratively, can lead to stronger, more aligned teams. 🌟

It depends on my role... Am I the Project Manager (PM) or am I one of the Subject Matter Experts (SMEs)? If a PM then its about advising each person of their role on the project (if they need advising). Its important to treat people as you'd like to be treated. It is possible to be firm and respectful at the same time. If I'm an SME who is affected - then I would have a 1-1 session with the PM and ask for their help. At the same time never lose that laser sharp focus on my responsibility and my scope. If nothing is resolved - then finally I can ask for help from the Programme Manager. But not in a way of putting anyone down. Only in a way of "this project is important and its success is my success and that of everyone on our team".

I shall forst try to identify root cause—are they due to unclear roles, communication gaps or unmet expectations? Shall look into each team member's roles and responsibilities to eliminate ambiguities. Shall create a responsibility matrix (e.g., RACI) to clarify who is Responsible? Shall use tools like anonymous surveys to gather honest feedback. Shall Align the team with a common goal that transcends individual differences. Shall try to shift focus toward collaboration. Shall be decisive when necessary to prevent further conflicts from festering Shall regularly review progress and address lapses constructively. Shall organize virtual team-building activities like quizzes, informal catch-ups or online workshops Avoid favoritism and mediate