How to build “High Performance Virtual Teams”
When is a team a high performance team especially when it is virtual? What do you think are the key components that create success? I am sure you have had many virtual team experiences to the point of being “zoomed out” perhaps! Today’s rapidly changing business environment creates high expectations on leaders and teams and any form of misalignment can be disastrous. If you take military exercises for example, where “live ammunition fire” is used, there is no margin for error as lives could be lost. If you establish yourself as an effective team leader in tune with changes that are taking place, create a common team purpose and know what drives team members, you will take your team performance to new heights, especially virtual teams.
“Interdependent people combine their own effort with the efforts of others to achieve their greatest success.” – Stephen Covey
Best Practice Virtual Teams
Research in Australian by Deloitte’s, “Leading Virtual Teams: Best Practice Insights,” shows that leading effective virtual teams does not require a huge investment in technology, but it does require strategies which are fit for purpose and not a carbon copy of face-to-face leadership practices. Virtual teaming affords a number of benefits including the opportunity to tap into a global pool of talent and in turn, leverage diverse experiences and perspectives. On the downside, virtual teaming can also be plagued by a number of logistical, technical and socio-emotional challenges including scheduling across time zones and differing cultural norms, expectations, and communication styles. How can leaders of virtual teams address these challenges and ensure diverse team members and stakeholders can work together efficiently and effectively?
Deloitte interviewed Dr Will Felps and MBA student, Virginia Kane, both from the University of New South Wales, Australia, about their recent research on best practice in leading virtual teams. They suggest managers must be more disciplined in their approach to managing virtual teams. This includes ensuring team members make time to bond and set up appropriate team norms, clarify roles, promote individual accountability, regulate team communication and engagement, and choose enabling technology that is fit for purpose. Critically, they also found that technology can enhance individual contributions and diverse thinking. The authors identified ten best practice insights for leaders of virtual teams, spanning from how to structure and plan effectively to the strategic value of team connection and over-communication:
- Insight # 1: Use technology for divergent thinking, brainstorming, and to take decisive action
- Insight # 2: Provide more structure, not less
- Insight # 3: Slow down to speed up
- Insight # 4: Develop a role charter
- Insight # 5: Relationships take extra time, effort, and money to build
- Insight # 6: Buddy up
- Insight # 7: Unmute the distractions
- Insight # 8: Use video technology whenever possible
- Insight # 9: Strategically over-communicate
- Insight # 10: Limit boundary permeability and buffer your team
Virtual teaming affords an opportunity to increase and leverage cultural and geographic diversity yet comes with a unique set of challenges. Organizations that optimize the use of virtual teams, by implementing the 10 strategies highlighted here, may be well placed to reap the rewards of a diverse workplace including enhanced innovation and performance.
Covering “all your Bases” with Remote Working
I outlined in my blog, “Great Checklist for the Managers of Remote Workers,” thatremote working has become a necessity where possible. While some workers have already been working this way and are used to it, the current pandemic adds a new layer of uncertainty to even the most seasoned remote workers. These uncertain times are causing even the most confident managers to feel uneasy. They not only have to adapt to a new working style that they likely have no experience in, but also try to help their staff cope as well. If you’re managing a remote workforce, or are going to be very soon, I’ve put together these checklists to help you make sure you have your bases covered. Each checklist covers a different aspect of remote working and, as you check off each point, this will help you to feel confident moving in this new direction. It’s time to be courageous and kind to yourself (and your team) as you adjust to working remotely:
- Get Your Technology In Order
- Set Goals
- Foster Trust And Engagement
- Promote And Maintain Healthy Work And Life Practices
- Communication
- Encourage Social Interactions And Fun
- Administrative And Contractual Considerations
Remember That This Will Pass! If it’s taking you a long time to adjust to this new ‘normal’, don’t be too hard on yourself. Even everyday activities like grocery shopping or going to the chemist are so different during this time and working remotely can be very challenging if you’re not used to it – especially with the added layer of social distancing/isolation.
Strong, Thriving, Energetic remote teams
A Forbes October 2020 article by Curt Steinhorst, outlines “6 Tactics to Create High Performing Virtual Teams during Shutdown.” The COVID-19 crisis has produced a natural “focusing effect.” Reflexively, our collective attention has been focused on news and fallout, and the cumulative effect on our lives. We haven’t been able to look away for months. Patterns of work and home life that once took decades to evolve were altered drastically overnight. We had to reboot — fast — and it took all of our focus and attention. But as weeks turn to months, we move into a new era: one in which the long-term risks and costs of dispersed teams on culture and productivity will become more pronounced. Here are actions leaders can take right now that will help them build strong, thriving, energetic remote teams who are prepared to face the literal and figurative Covid winter ahead. In my work with a variety of businesses, whether entrepreneurial start-ups or Fortune 50 companies, I have seen the most skilled and competent leaders use these six key principles to keep remote teams happy, productive, high performing during uncertain times:
- Leverage Technology
- Share Asynchronously
- Define Availability
- Spotlight Growth
- Connect Individually
- Be Compelling
Because virtual technology drains and deadens all of these very human reactions, you must be intentional in growing your skillset as an authentically expressive and dynamic communicator. Leaders should always work to improve their ability to connect with others; but it has never been more important if you are communicating over virtual technologies.
I can assure you from years of experience, what feels “natural” for you in terms of enthusiasm may not be effective in conveying your message. So be expressive. Be bold. Be compelling and let them see your passion. Thousands of years of evolution ensure that it will be contagious for your team.
Leadership builds High Performance Virtual Teams
Now that you know the importance of high performance virtual teams, your leadership will make a difference. I am here to support you for your next level of success through three leadership opportunities:
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Stay Kind. Stay Courageous.
Sonia x
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