Overcoming Procrastination: A Team Management Perspective

Overcoming Procrastination: A Team Management Perspective

High-Performance Collaboration, Project Management, Workspace

Written by: Yamila Solari – 

Overcoming Procrastination: A Team Management Perspective

Procrastination is a common human behavior, so prevalent that it was even mentioned by ancient Greek poets and Roman consuls. However, psychologists began studying it systematically only in the 1990s, recognizing its harmful effects on health, such as increased stress levels and reduced well-being. Thanks to this research, we now have evidence-based strategies for managing procrastination and understanding its causes.

To procrastinate is to delay a task that we fully intend to complete, even when we know that the delay will harm us. Psychologists say it is a failure of self-regulation, and it has nothing to do with time management. It is, however, related to time inconsistency, our tendency to prioritize immediate rewards over future rewards. This evolutionary adaptation, which helped our ancestors focus on immediate survival needs, often clashes with modern goals, like saving for retirement.

Another main cause of procrastination is the desire to avoid negative emotions. “We procrastinate when a task stirs up feelings like anxiety, confusion or boredom,” says Adam Grant, a renowned organizational psychologist. We may also procrastinate when we feel unprepared, or fear being judged negatively.

Why procrastination happens in teams

Interestingly, procrastination is less likely to occur in teams, largely because teamwork naturally incorporates elements of team management that counteract it. Teams often operate with clear goals, accountability structures, and transparent workflows. Many teams also follow established work models, such as Google’s Objectives and Key Results (OKRs), Agile frameworks, or the GRPI model, which inherently discourage procrastination.

However, procrastination can still arise in teams. When it does, it often signals deeper issues, such as: 

  • The absence of a clear framework or process. 
  • Failure to follow the chosen framework correctly. 
  • Lack of adaptation of the framework to the team’s specific needs. 
  • Mismatch between the framework and the team’s work. 

For example, I once worked with a team that struggled with a «free rider» problem despite using the Scrum framework. Observing their ceremonies, I noticed that team members gave status updates without relating their progress to the sprint goal or discussing whether they were ahead, behind, or on track. They also rarely questioned each other to find out why they were behind, if that was the case. After helping the team adopt more open and courageous communication practices, it became clear that one member was struggling with procrastination. Together, the team developed supportive strategies to address the problem

Team management strategies to stop procrastination

Team management strategies to stop procrastination  

The most challenging part of addressing procrastination in a team is identifying it. As in the example above, teams may sense that something is off but struggle to pinpoint the issue without an external perspective. This is especially common in junior teams that haven’t yet built enough trust to ask direct, critical questions. 

Once procrastination is identified, educating the team about its emotional roots can be transformative. Understanding that procrastination is tied to emotions rather than poor time management allows team members to approach the issue with empathy. A Scrum Master or coach can guide the team in naming and discussing the emotions causing delays. Even the simple act of naming these emotions can reduce their intensity. 

Here are some strategies to combat procrastination in teams: 

  • Pair Programming: Pair a non-procrastinator with a procrastinator to work together. This reduces anxiety for the procrastinator and helps them cross the action line. 
  • Regular Check-Ins: Establish predefined check-ins during the day to share progress. Frequent accountability helps keep procrastinators on track. 
  • Emotional Support: Create an environment where team members can openly discuss their emotions and challenges without fear of judgment. 

As team leaders know, identifying obstacles that the team may face and design strategies to overcome them is an important step to take when managing a team. Here are some tips to prevent procrastination from happening in the first place: 

  • Emotional Check-Ins: Begin daily scrum meetings with a quick emotional check-in to gauge the team’s mood. 
  • Structured Updates: Use a meeting template that includes progress updates linked to the objective, whether the work is on time or delayed, and how team members feel about it. 
  • Procrastination in Retrospectives: Use team retrospectives to specifically identify procrastination and co-design solutions. 
  • Practice Self-Compassion: Create a culture of self-compassion rather than blame. This helps reduce anxiety which, in time, helps alleviate procrastination. 

Teamwork challenges, including procrastination, offer opportunities for growth. Teams that have built trust and psychological safety can benefit the most from receiving well-intentioned help from each other. For this to happen, team members must be humble, both in seeking help and in accepting it. When teams genuinely work together, they grow not only as professionals but also as individuals. 

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Yamila Solari GM and Co-founder

Yamila Solari

GM and Co-founder

The Long-Term Benefits of Cultural Alignment in Team Augmentation 

The Long-Term Benefits of Cultural Alignment in Team Augmentation 

Interculturality, Nearshore

Written by: Rod Aburto – 

The Long-Term Benefits of Cultural Alignment in Team Augmentation

When companies look to augment their teams, especially with nearshore talent, there’s often a focus on technical expertise and immediate needs. But while skills and capabilities are essential, one critical element often gets overlooked: cultural alignment. From my experience, the long-term benefits of prioritizing cultural compatibility are profound, impacting everything from team morale to project success. Here’s why cultural alignment in team augmentation matters and how it’s led to enhanced collaboration and success in my own career.

Building a Foundation of Trust and Communication

One of the biggest benefits of culturally aligned teams is the ease of communication and trust that naturally develops. When team members share similar values and understand each other’s work and communication styles, they’re better able to communicate openly and effectively. In all these years, we worked closely with US-based clients, integrating our nearshore team with their local developers. When both teams embrace direct communication and transparency, we are able to create a more collaborative environment. This mutual understanding minimizes miscommunication and enables team members to give honest, constructive feedback, fostering a strong foundation of trust.

Enhancing Collaboration and Reducing Bottlenecks in Team Augmentation

Cultural compatibility also helps to reduce bottlenecks in collaboration. For instance, many nearshore teams, like ours, work within similar time zones, allowing for real-time interaction and feedback. But beyond time zone alignment, shared cultural values mean that team members are more likely to be proactive in problem-solving and contribute ideas.

In one project, a developer from our team quickly spotted a potential issue and directly contacted the client’s lead developer to address it. Instead of waiting for a formal review, they resolved the issue immediately, which saved us valuable time and kept the project on track. This kind of direct, proactive approach is much easier when cultural values around ownership and accountability are aligned.

Boosting Engagement and Morale

When team members feel understood and share a common culture, their engagement and job satisfaction increase. Teams that feel connected are more motivated to go the extra mile, even in challenging times.

In one engagement related to nearshore team augmentation, we collaborated on a long-term software development project with a client who highly valued teamwork and knowledge sharing—values our team at Scio also holds dearly. This alignment led to regular “tech talks” within the project team, where members exchanged insights and best practices. As a result, not only did everyone on the team grow their skills, but morale was also consistently high. Team members felt valued and recognized, leading to better engagement and a higher-quality product.

Supporting Long-Term Client Relationships

Supporting Long-Term Client Relationships

Cultural compatibility isn’t just beneficial for the immediate project; it’s a key factor in building long-term partnerships. Clients who work with culturally aligned teams are more likely to extend their contracts or re-engage them for future projects because of the seamless integration and reduced friction in collaboration. I’ve seen this firsthand with clients who value our team’s dedication, work ethic, and ability to understand their unique company culture. By prioritizing cultural alignment for team augmentation, we’ve been able to create lasting client relationships that lead to future projects, referrals, and a reputation for being a reliable and compatible nearshore partner. That has enabled us to be partners with multiple clients over more than 10 years and counting.

Conclusion

Cultural alignment in team augmentation is more than a nice-to-have—it’s a strategic advantage that yields long-term benefits. By fostering trust, enhancing collaboration, boosting engagement, and supporting lasting partnerships, culturally compatible teams become a true asset to any company’s growth and success. For companies looking to enhance their development process, investing in culturally aligned nearshore teams can make all the difference, ensuring that projects don’t just meet expectations but exceed them.

Looking back, every successful project in my career has had a component of cultural alignment. It’s a constant reminder that team augmentation is much more than adding skills; it’s about integrating values and visions to create something lasting.

If you’re ready to experience the difference culturally aligned teams can make, explore Scio’s team augmentation services and see how we can help you build a cohesive, effective team that truly fits your company’s culture.

Rod Aburto - Senior Partner

Rod Aburto

Senior Partner

Embracing Interculturality in Global Teams

Embracing Interculturality in Global Teams

Interculturality, Nearshore

Written by: Yamila Solari – 

BLOG : Embracing Interculturality in Global Teams

Working in a global company with people from different national cultures is a powerful experience. Not only does diversity enrich our lives, but it’s also an engine for innovation in organizations—provided the organization is open to acknowledging and respecting this diversity. In this article, I will share what I have learned, as a team coach and general manager of Scio, about embracing interculturality in our teams.

Interculturality involves understanding, respecting, and valuing the differences and similarities among cultures. In an organizational setting, acknowledging and reflecting on these differences is crucial if we want to enhance effective communication, creativity, innovation, and conflict resolution.

At Scio, we used the Scrum Framework, which has transparency as one of its key pillars. Transparency refers to the open and honest flow of information among team members and stakeholders. I’ve found that recognizing intercultural differences is essential for developing transparent communication. To achieve this, we focus on educating team members and fostering cultural self-awareness.

Tools for Building Cultural Awareness

Tools for Building Cultural Awareness

A great resource for intercultural education is The Culture Map by Erin Meyer. In her book, Professor Meyer introduces eight scales that describe cultural tendencies based on common workplace behaviors. While some scales are similar to Hofstede’s cultural dimensions, many offer fresh insights into other organizational behaviors that may be related to national cultures.

Meyer emphasizes that while every culture falls at a certain point on these scales, individuals may find themselves within a range around that point. This means we should use cultural scales as tools for personal reflection and refrain from defining someone solely by their country’s profile. Each person should identify where they are on the cultural scale through self-analysis or by using online cultural profile tools. You can learn more at Erin Meyer’s website. One free tool for individual cultural profiles is found at Harvard Business Review. A free tool for country profile comparison is found at The Culture Factor website.

One way to further our understanding of the effects of interculturality in a given team is to design a team building session around it. Besides covering topics like individual strengths and weaknesses, team members reflect on their culture profile and share with the rest of the team where they fall in their country scales. To consolidate this learning, the team reflects on the diversity of scales and ponders how these differences benefit teamwork but also how they may become a hindrance to it. In my experience, it’s also important for teams to consider interculturality when drafting their working agreements.

Lessons from Our Journey

Lessons from Our Journey

Over the years at Scio, we’ve had the pleasure of working with professionals and clients from various countries. However, two decades ago, when the company was young, we didn’t have a

formal structure to coach teams in interculturality. Looking back, I see instances where this kind of coaching would have been invaluable.

For example, I recall a brilliant French team leader working with four Mexican developers. He was dedicated to their professional growth, providing very specific feedback on areas for improvement. However, the team members felt demoralized. We later realized that his feedback style was too direct for them. Relating this to Meyer’s Evaluating Scale, France tends toward direct negative feedback, while Mexico leans toward indirect negative feedback.

In another case, I worked with a team comprising one Spanish developer and three Mexican developers. On the surface, they got along well, but during a coaching session, it emerged that they were unhappy with how conflicts were handled. The Mexican team members felt their colleague was too confrontational. By examining their cultural maps, we noticed that Spain tends to be more comfortable with direct disagreement, while Mexico prefers to avoid confrontation. This understanding allowed us to adjust our team working agreements to address conflict resolution more effectively.

Today, we offer interculturality training to our new employees. Since most of our clients are in the US, this is the culture we cover more extensively. Also, we include this topic in the team building sessions, right before the project kick-off. If conflicts arise later, we make sure to remember the interculturality component for team interventions, whenever the team has different national cultures in it.

Moving Forward Together

Since implementing interculturality training and incorporating it into our team-building sessions, we’ve seen significant improvements in team cohesion and communication. Our teams are better equipped to navigate cultural differences, leading to more innovative solutions and a harmonious work environment.

These experiences have taught me the importance of embracing interculturality within teams. By understanding and appreciating our differences, we can create a more harmonious and productive work environment.

I encourage you all to explore the role of interculturality in your teams. You might be surprised at how much it can improve communication, collaboration, and overall performance.

Yamila Solari - GM and Co-founder

Yamila Solari

GM and Co-founder

Ruby Developer

Ruby Developer

Job Offer

We’re a dynamic team at one of the Best Places to Code companies based in Mexico. Our mission? To create fully-fledged platforms using a wide range of tools and technologies.

Keep reading if you’re passionate about clean, elegant code and love collaborating with experts!

Location: Must be based in Mexico or LatAm

vacante-Ruby Developer-web

What we’re looking for:

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Excellent communication skills in both written and spoken English as our work is highly collaborative.
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Senior level developers – 7+ years of experience.
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Must have strong Ruby skills, some Ruby on Rails.
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Desirable experience with: MongoDB, AWS, Docker, Kafka, Terraform, JavaScript, SCSS, React, and Webpack.
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Experience with tools like: Slack, Zoom, Google Suite, Jira, Github, Backstage, CoPilot.
And feel free to tell us anything else we might find interesting! We like to collaborate with people with all kinds of experience and backgrounds.

The journey:

We know your time is valuable, so know the whole process will take about 2 weeks. There will be 4 interviews total (an initial one with Human Capital, a technical skill one, one with an Account Manager, and probably one with the client at the end), possibly with a technical test, if necessary.

We will keep you regularly updated about your application, but you can also get in touch with us to ask about its status or anything else you might want to know. Just have fun! If you are a good match for Scio, we will give you a formal job offer and ask you to get the pre-hiring requirements to us within 5 days at most, so preparedness is key.

How to Apply:

If this is the perfect fit for you, send your resume in English to humancapital@sciodev.com. We’ll keep you updated throughout the process.

Feel free to reach out if you have any questions or need further details!

Strategic Nearshoring for Tech Companies: Luis Aburto’s Vision for Outcomes-Driven Partnerships

Strategic Nearshoring for Tech Companies: Luis Aburto’s Vision for Outcomes-Driven Partnerships

Scio, Strategic Digital Nearshoring

Written by: Luis Aburto – 

Strategic Nearshoring for Tech Companies: Luis Aburto’s Vision for Outcomes-Driven Partnerships

The Software Development leaders of tech companies are constantly searching for ways to scale their engineering teams, hit aggressive product development milestones, and deliver innovation more efficiently. While outsourcing has traditionally been a common solution, many tech companies are finding that simple transactional relationships with outsourcing providers fall short of delivering the long-term results they need.

For Luis Aburto, CEO of Scio, the answer lies in strategic nearshoring and a shift toward outcomes-driven partnerships. Scio, a software development company based in Mexico, leverages nearshoring to help North American tech companies scale their teams with real-time collaboration, cultural alignment, and cost efficiency.

In this interview, John Suvanto, a renowned Vistage Chair in Dallas, TX and Luis’ Executive Coach, explores how Scio’s Outcomes-Driven Engagement Model and its focus on business and cultural alignment are reshaping the way tech companies approach partnerships. Together, they dive into how Scio is helping companies achieve measurable business outcomes, improve engineering productivity, and meet product roadmap goals more effectively through long-term collaboration.

Interview

John Suvanto (Chair, Vistage Dallas):

Luis, it’s great to sit down with you again. As someone who’s watched your journey for several years, I’ve been particularly impressed with how Scio has developed its Outcomes-Driven Engagement Model. For our readers, could you start by introducing Scio and sharing a bit about the philosophy behind this model?

Luis Aburto (CEO, Scio):

Thanks, John. I’m happy to be here and to talk about our approach. Scio is a software development company based in Austin, TX that leverages talent in Mexico and other countries in Latin America to deliver custom technology solutions to North American clients. So, one of the key aspects of our business model is nearshoring—we’re in the same or similar time zones as our clients, which allows for real-time collaboration, faster decision-making, and better cultural alignment, all while keeping costs competitive.

As we’ve grown, we recognized that the traditional transactional outsourcing model wasn’t enough to truly support our clients’ needs—especially tech or tech-enabled companies that are scaling rapidly or trying to hit aggressive product development goals. That’s where our Outcomes-Driven Engagement Model comes in. Instead of just delivering a service and moving on, we partner with our clients to align our work with their business outcomes, focusing on achieving real, measurable results.

John Suvanto:

I think that’s an important distinction. Many companies that work with external development teams are used to a time and materials or a deliverables-based approach, but you’ve shifted the conversation to outcomes, which requires a much deeper partnership. How does this shift impact the way you engage with your clients?

Luis Aburto:

It fundamentally changes the relationship. In a typical transactional model, success is measured by completing tasks—delivering features, closing out tickets, or meeting deadlines. But these outputs don’t always lead to real business impact. Our model is different because we’re not just focused on what we’re delivering today; we’re focused on what that delivery is achieving in the long term.

From the very beginning of an engagement, we sit down with our clients to define outcomes that are aligned with their business objectives. This could be improving product development cycles, increasing productivity in their engineering teams, or hitting specific product roadmap milestones. We commit to those outcomes and share accountability for achieving them. It’s a deeper partnership where both sides are fully invested in long-term success.

John Suvanto:

And that level of shared accountability must build a great deal of trust with your clients. You’re essentially aligning your own success with theirs. How do you measure this success, especially when you’re focusing on long-term outcomes?

Luis Aburto:

Exactly, John. Trust is a key component of this model, and shared accountability is at the heart of it. We establish key performance indicators (KPIs) that reflect the outcomes we’ve agreed on. These KPIs aren’t just about completing tasks—they’re about the business impact. For example, if a client’s goal is to increase development velocity, we’ll measure not just how many features we’re delivering, but whether those features are helping the client meet their product roadmap milestones more efficiently.

We also conduct regular reviews to ensure that we’re on track, and we adapt as needed. This level of flexibility is crucial because business needs evolve. What we’re focused on at the start of the partnership might change as the client’s product or market situation shifts. Our model is designed to be adaptive, ensuring that we’re always aligned with their priorities.

John Suvanto:

That adaptability is essential, especially in tech where things can change quickly. Now, Scio operates using a nearshoring model, which I know is a big part of your value proposition. Can you explain how nearshoring fits into this Outcomes-Driven Engagement Model and how it benefits your tech clients?

Luis Aburto:

Nearshoring is a huge advantage for us and for our clients. Having our team members based in Mexico and throughout Latin America, and serving clients primarily in North America, we’re working in similar time zones, which makes real-time collaboration much easier than with traditional offshore teams. Our clients don’t have to deal with significant time delays—they can have a meeting with our development team during their business hours and get immediate responses. This improves communication, speeds up decision-making, and ultimately makes the development process more efficient.

In addition, the cultural alignment we have with our clients plays a big role in building trust and collaboration. There’s a better understanding of business practices, expectations, and workflows, which reduces friction. But at the same time, our nearshoring model allows for cost efficiencies compared to working with onshore teams, so our clients are getting the best of both worlds—quality and affordability.

This combination of nearshoring and our Outcomes-Driven Engagement Model allows us to be a true partner, embedded in the day-to-day processes of our clients’ engineering teams, helping them increase productivity and hit their product roadmap milestones faster and more predictably.

John Suvanto:

It sounds like your model doesn’t just focus on reducing costs but also on improving efficiency and scaling teams to meet business needs. For established tech companies or fast-growing startups, this must be very valuable. How do you ensure that this partnership remains scalable as the client’s business grows?

Luis Aburto:

Scalability is something we build into our engagements from the start. Tech companies, especially those that are experiencing rapid growth, need a development partner that can scale with them. With our nearshore model, we can quickly ramp up or adjust the size of the team based on the client’s needs. Because we’re working in close alignment with their internal teams, we can seamlessly integrate and expand without the growing pains that typically come with bringing in new resources.

Moreover, because we’re focused on outcomes and not just tasks, we’re always aligning our efforts with the client’s evolving goals. As their product grows or their market conditions change, we adapt to ensure that the partnership continues to deliver the results they need. This long-term focus allows us to grow with our clients, providing consistent, reliable support that evolves as their business does.

John Suvanto:

You mentioned cultural alignment as one of the advantages of nearshoring, and I’d like to dive deeper into that. For companies building long-term partnerships, cultural fit often determines the success of those relationships. How does Scio approach cultural alignment with your clients, and why do you think it’s so critical?

Luis Aburto:

Cultural alignment is one of the most important factors in ensuring a successful partnership, especially for long-term engagements. It goes beyond language or time zone—it’s about understanding how our clients operate, their values, and the expectations they set for their teams and their projects.

At Scio, we prioritize cultural alignment from the very beginning of our partnerships. Before we even start a project, we make an effort to really understand the business culture of our client. Are they highly collaborative? Do they prefer structured, process-driven work? What are their key priorities in terms of innovation, quality, or speed? Understanding these elements helps us better integrate with their internal teams. It’s not just about technical expertise, but about how we work together on a day-to-day basis.

This is where nearshoring really makes a difference. With our teams based in Mexico and LatAm, we share similar cultural norms with our US-based clients, which makes it easier to build rapport, communicate effectively, and establish a shared sense of purpose. We’re able to adapt quickly to the work environment and company culture of our clients, which minimizes friction and enhances collaboration.

John Suvanto:

That makes a lot of sense. Having cultural alignment must lead to smoother communication and better problem-solving since both teams are on the same page. How have you seen this play out in your engagements?

Luis Aburto:

We’ve seen it have a significant impact. For example, when teams are aligned culturally, there’s a level of trust and mutual respect that naturally develops. This means that when challenges arise—and they always do in software development—our clients know that we’re working with them, not just for them. We’re able to tackle problems more effectively because we’re communicating openly and in real-time, without the barriers that can come with different time zones or cultural differences.

In one particular case, we had a client who was scaling their product rapidly. Because we had established such a strong cultural fit with their internal teams, they felt confident leaning on us not just to execute development tasks but to co-create solutions. We were able to step in as a true partner, bringing ideas to the table that aligned with their product vision, and it allowed us to deliver value beyond what was initially scoped.

John Suvanto:

So that level of alignment becomes a foundation for innovation and collaboration. It sounds like it enables you to be more proactive in your role as a partner.

Luis Aburto:

Exactly. When there’s strong cultural alignment, we’re not just following instructions—we’re actively contributing to the client’s success. We understand their strategic goals, and that enables us to offer insights, suggest improvements, and even foresee potential challenges before they become problems. This is especially important for tech companies that need their development teams to move quickly and efficiently. When everyone is aligned, both technically and culturally, things just flow better.

John Suvanto:

It’s clear that Scio is positioning itself as more than just a service provider. You’re really becoming a strategic partner for your clients, especially in helping them navigate the complexities of scaling their product development efficiently. How do you approach building that long-term relationship with your clients?

Luis Aburto:

Our approach is centered around creating mutual value. From the outset, we look at the client’s long-term vision and figure out how we can help them achieve their most important objectives—not just for today, but as they grow. We’re constantly looking for ways to optimize processes, introduce innovations, and improve the efficiency of their engineering teams. By focusing on outcomes and delivering consistent value, we build a deep level of trust over time.
Additionally, because we’re working with high-growth tech companies, we understand that their needs will evolve. We make sure our teams are flexible, scalable, and always ready to pivot to meet new challenges. Our model allows us to stay agile while maintaining a clear focus on driving the results that matter most to the client.

John Suvanto:

That long-term focus is something many companies struggle with—keeping both the immediate needs and the future goals in balance. Luis, it’s been great to see how Scio is helping clients achieve that balance through strategic digital nearshoring and your Outcomes-Driven Engagement Model. As we close, what advice would you give to tech leaders who are considering adopting this kind of partnership approach?

Luis Aburto:

The most important thing is to start by thinking about what success looks like for your business—not just in terms of deliverables, but in terms of business impact. What outcomes do you need to achieve? Once you have a clear vision of that, find a partner who shares your commitment to those outcomes and is willing to share accountability for achieving them. Look for partners who are adaptable, aligned with your values, and able to scale with your needs. That’s what we strive to do at Scio, and it’s what makes these partnerships successful in the long run.

John Suvanto:

Luis, thank you for sharing your insights. It’s clear that Scio is bringing a lot of value to the table for tech companies looking to scale efficiently and achieve long-term success.

Luis Aburto:

Thank you, John. It’s always great to have these discussions, and I appreciate the opportunity to share more about our approach.