Developing High-performance Virtual Teams!

Why are virtual teams trickier to manage?

  1. Cultural insulation
    A co-located team exists physically in the same office. Cultural values are exhibited and imbibed in every interaction between colleagues. In a virtual environment, however, physical separation dilutes the importance of cultural commonalities and expectations. Virtual teams become micro-organizations, each having its own culture and value systems.
  2. Limited visibility
    In a co-located team, interactions are both verbal and non-verbal. Team members pick up cues from each other’s body language, and this streamlines communication to a large extent. In a virtual team, members are heard more than they are seen. On the rare occasion that you can see each other, you are restricted to facial expressions — and even that depends on lighting, your broadband speed and the devices being used.
  3. Additional stressors
    Passing through the doors to your office is as symbolic as it is physical: it’s the point where we mentally switch over from domestic concerns to professional ones. But when you are working from home, domestic and professional responsibilities vie with each other for attention. As a result, your attention may not always be fully on one or the other.
  4. FOMO (fear of missing out)
    In hybrid teams (i.e., teams where some members operate out of the same office while others work remotely), a complaint that often arises is that the co-located team members are a ‘micro-unit’ within the team. Left unchecked, this can lead to a sense of us-versus-them. When opportunities are given to co-located team members, it reinforces the belief that proximity does lead to preferential treatment.

Leaders of virtual teams have their work cut out for them.

  • Build cohesion
    A virtual team’s sense of being a single unit depends heavily on how connected the team members feel to each other. Left to their individual inclinations, team members might form their own micro-teams. Others who are natural introverts might prefer to stay aloof. A leader’s job is to bring them all together continuously and consistently so that there is always a feeling of belonging to a larger group.
  • Build comfort
    Within a virtual team, almost every interaction has to be planned in advance. Informal, unscheduled catch-ups can be both disruptive and puzzling. Such interventions may be perceived by team members as attempts to observe and check up on them, making them feel that they are not trusted to operate autonomously. A leader’s job is to dilute this sense of scrutiny that team members might feel, and build a comfortable rapport instead.
  • Build purpose
    In a virtual team, members operate in silos for much of the time. Individual priorities and targets consume team members’ efforts, leaving them little time to see things from a broader angle. A leader’s job is to cultivate and nurture a larger sense of purpose among team members so that they can draw inspiration from what they are contributing to.
  • Build support
    In a virtual team, being united in pursuit of the team’s goal does not necessarily mean that team members are in sync with each other. Indeed, individual circumstances may be vastly different from one another. A leader’s job is to foster empathy within and among team members so that they can continue to support one another when necessary.

Leaders of virtual teams need a structured approach for success.




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