What are some ideas to keep up team morale remotely? Are there specific or structured adjustments you've made to counteract burnout/keep up productivity and mental health?

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Community User in Software, 11 - 50 employees

organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
Community User in Software, 11 - 50 employees

 drawing inspiration here from your quotes in this recent article, hoping to elicit some more helpful feedback from Pulse's community. https://www.cio.com/article/3544612/remote-work-tests-cios-soft-skills-amid-coronavirus-crisis.html
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Director in Manufacturing, 1,001 - 5,000 employees

At a previous company, I worked two levels below Bask, who played a significant role in shaping the department's culture. His lessons proved effective during the pandemic, given that we were a geographically dispersed company even before the pandemic. (80+ countries) Most of our projects involved working with colleagues in other locations, and we adopted some of the practices he recommended in his article, such as virtual open door and lunch-and-learn sessions with leaders from IT and the business. The key is to stay proactive and adaptable, as the world and the workplace are constantly evolving. What works for remote productivity and morale improvements today may not be effective in 2024.

Community User in Software, 11 - 50 employees

I enjoyed your contributions to RSAC wrt supporting cultural alignment within your organization in this difficult environment. Hoping that we can encourage some additional ideas on this thread...
Community User in Software, 11 - 50 employees
Taking time to send personal emails to people across the different departments of your organization... thanking for their service relative to your IT department is a great practice... means a lot to hear from leaders across the org!
Assistant Director IT Auditor in Education, 10,001+ employees
I keep engaged with the team via MS Teams
CTO in Education, 2 - 10 employees
Try to stay away from over optimizing performance, once you give your employees some space they will grow comfortable in this new position and actually tend to become more productive on their own.

We also tend to organize some gaming tournaments and announcements in our Slack when someone pushes to GitHub with failing CI (kind of like a swear jar penalty) and it's really fun.

Once we go back to the office I am thinking of implementing an actual toy that shoots you in the face with a soft bullet if you push with failing CI
CTO in Software, 11 - 50 employees
We have done more one on one and live coding.
CTO in Healthcare and Biotech, 11 - 50 employees
I use Gamification to keep them engaged. We have a lot of job, with specific deadlines, so in order the team to be highly motivated the Gamification mechanics help us with all the stuff we have to deliver & maintain our mental sanity as well.
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Director of IT in Construction, 1,001 - 5,000 employees

Can you share more details about the mechanics you have put in place?

CTO in Healthcare and Biotech, 11 - 50 employees

Sure. Since my team is formed of different individuals with different activities ( An IoT engineer, an intern & 4 different developers ) to have this fully working in place I set up a sprint that lasts 2 weeks, for every task the team estimates in the sprint and works on every task, the mechanics goes as follows:

For every task done within the sprint - 1 point.
For every sprint done for each team member - 5 points.
If any team member completes ALL of their tasks within a sprint - 10 points.
Any member of the team who at the end of the sprint has correctly carried out their planning of the tasks of a sprint - 10 points.

For every new team member that joins DEV & are new in the gamification leaderboard - 5 points.
We have a weekly ice-break question asked by one of the team members, the person who asks the question - 1 point.
At the end of the ice-break question cycle, the person who by votes had asked the best ice-break question - 5 points.
Anyone who provides a disruptive innovative idea, which brings a positive impact to the DEV team - 10 points.

I keep 2 leaderboards, the first one belongs to all earned points related to the specific sprint we are in & the second one is a leaderboard with all gained points thru all sprints.

All this have increased highly our performance for the last 2 years.

CTO in Software, 10,001+ employees
Trying gamification of our sprints. Giving the team the ability to name their team and points for best planned sprint or best demo
Director in Manufacturing, 1,001 - 5,000 employees
even pre-COVID I had all remote teams spread out globally.   I always tried to allow time for some social discussion on our SKYPE calls as long as the business at hand was completed.  And whenever I traveled I always took as many people to lunch and dinners as I could.

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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