I think the key is to start early and author an editable doc (we use Coda) where all team members can add, comment on, vote on ideas. As a leader it’s best to seed this doc with 1-2 ideas. You may risk influencing future additions to be like yours but it may be worth it by kickstarting the activity.

Making everyone feel included in a remote event is all about engagement and connection. First, use tools like Zoom or Slack to keep communication flowing smoothly. Real-time chats or breakout rooms can help people share ideas easily. Next, throw in some fun virtual team-building activities! Things like quizzes, games, or even casual coffee chats go a long way in breaking the ice and boosting camaraderie. It’s all about creating moments that make the team feel connected, even from a distance.

I like to keep the team motivated, so people can see their own progress and strive to do things well and on time. I make a visual competition for the team. It's a table with the number of tasks of each person, the percentage of closure, also the minimum number of conflicts and errors in execution. And most importantly the ranking. All team members see who is in what place and contribution, no one likes to be in last place. Some looking at the fact that Evan did 10 and 10 tasks in 3 days, and he only did 2 out of 10, start to move more actively. This way everyone is happy and I, as a manager, don't have to constantly push and reprimand employees and things get done.

I foster inclusivity by setting clear communication channels and using collaboration tools like Slack or Zoom for regular check-ins. I schedule meetings across time zones, ensuring everyone can participate. Engaging remote members in key decisions, virtual brainstorming, and pre-event planning fosters connection. I also assign clear roles, provide real-time updates, and celebrate contributions. During the event, live streams, interactive chats, and virtual shoutouts help remote team members feel valued and involved.

Group meetings at the top of the week are a good idea, but make sure that there’s glue in-between. Create sub-teams among the individuals that are incentivized to check in with one another, and keep an eye yourself on the quiet or lesser-engaged voices. Give them a key task that produces a deliverable for their sub-team. Better, give them someone to teach something that they do well and let them step into a moment of leadership by way of what they find comfortable. If they can recognize their value overall, they’ll find more safety in risks and reaches with the larger group.