Leading virtual teams? A topical subject in 2018. It is fascinating to see how our online world has developed.
According to the history books, Skype launched fifteen years ago, and it used to be quite novel to talk to a colleague in Asia while looking at a counter that displayed how many people were also online as you were making your call.
Fast forward, and today there are multiple ways to communicate online with a virtual team.
The truth is communication across the airwaves is only one part of leading a virtual team to produce the results you want.
Virtual team leadership is commonplace in many organisations as business drivers necessitate collaboration of minds across organisations and the globe.
The challenge is; it is not easy. Many individuals struggle being led in this way alongside their leaders who struggle communicating their vision and goals, often across an 11 hour time and culture zone.
Having trained and coached virtual teams, in person and virtually (no pun intended) for over ten years, I have noticed specific patterns and traits that exceptional virtual leaders exhibit consistently and I want to share them with you in today’s post.
Leading Virtual Teams: Communication Is The Starting Point
Albert Mehrabian, the Professor Emeritus of Psychology at UCLA, enlightened us with his work on the importance of verbal and non-verbal communication. Considering this, virtual leadership could, therefore, start on the back foot; though with today’s technology that does not need to be the case.
Fact: When it comes to communication there is nothing more important than calibrating the body language of members of your team. Today’s technology is impressive, and software applications like Zoom can enable all of us to talk online and … drum roll…, see one another. Therefore the impact of your coaching can be ‘seen’ straight away; which leads me to technology.
Leading Virtual Teams: Let Technology Make It Easier For You
I have already mentioned one piece of online software that works incredibly well. The next is a fully functioning camera that is….. used.
Though video can freak some people out, I strongly suggest it is part of your team rules that when you talk to your team members either collectively or alone that cameras are always used.
Leading Virtual Teams: Plan Ahead And Fill Your Diary
It is easy enough to pop along the corridor and speak to someone. These touch points for human connection are essential. The challenge is if one of your team is in Bulgaria and you are in Dublin how can you still make the connection work? A practical solution is plan ahead. Although focused diary management might seem old school, it is not, especially if you want to connect with your team.
Having connection and communication is one thing and delivering results is another. Therefore, when you are managing your virtual team it is imperative to focus on the following.
Leading Virtual Teams: Results And Expectations
Having lead various training programmes with a virtual theme, it has become apparent that explicit goal setting and result expectations are critical, especially in a virtual workplace.
It is common when virtual teams do not deliver, that clarity of task is missing. Logical really when you consider how some virtual meetings are unstructured without a clear goal. Imagine leaving a call unclear about precisely what is needed; virtual team members are less likely to then pick up the phone for clarification.
If you do not see your team members all of the time, you have fewer things to give them feedback on – except for what is most important anyway, which is results.
Virtual working requires enormous amounts of trust, and this is where clear expectations come in. My own experience is that virtual teams work longer hours and are task focused on delivering what is required on time and in perfect order. Trust and expect they will deliver and be surprised by the outcome.
Leading Virtual Teams: Agendas And Actions
Finally, I cannot stress this enough. Make your meetings action focused. If you can record them all and have a shared portal where people can go back and listen to any points that were unclear, that would be a great process to agree.
When it comes to time frames, create a set time and duration and stick to it. Though some rapport building initially is, of course, expected the last thing you want is for this part of the meeting to take up the majority of the time instead of the business outcomes you all want to discuss.
What Next?
If you want help developing your ‘virtual leadership skills’ then do get in touch you can email us here.
