It has become the norm to find ourselves on a virtual team, and many of us are leading those teams. A friend of mine reached out recently asking for advice on this topic. She finds it challenging to inspire, engage and drive high performance from her dining room table. And I’d venture to bet she’s not alone.
As this is a highly relevant and critical topic for many, I have separated it into a series of posts over the next 4 weeks. I’ll focus on one overarching strategy per week, giving you time to devote attention to each one and consider how you might implement the suggestions with your team. Below are the four focus areas we’ll cover:
- Connect & Build Relationships
- Establish a Consistent Leadership Presence
- Perfect Team Communications
- Acquire & Develop the “Right” Talent for Virtual Teams
Please share your own experiences and advice throughout this series. I am certainly not the only one who can weigh in on this topic! Use the Comments section to connect with others throughout the series.
Here we go with Strategy #1 for acing your role as a virtual leader…
Connect & Build Relationships
First and foremost, it’s about relationships. Humans have an innate need to connect with one another, and this doesn’t go away when working on a virtual team. However, it is far too easy to treat relationships as transactional in the virtual world. We can “hide” in our home office, complete our 5 tasks for the day, and then head out for happy hour with our local friends, who we don’t work with. This has created efficiencies in some areas, but any productivity gains you realize are at high risk of being reversed due to lack of loyalty and engagement.
Make sure you are connecting regularly with your virtual team, and make sure your team is connecting regularly with one another. When I say “connecting,” I mean everything from asking about their weekend and engaging in friendly banter about the upcoming SuperBowl, to sharing client successes and challenges and ideating around future offerings. It needs to be both social and work-related. Why? Because the stronger our personal relationships are with one another, the stronger our business relationships will be. It will increase levels of trust and the influence you have on one another.
Think about this – who would you bend over backwards for at work? It’s likely someone who you know on a deeper level, and not just superficially through occasional work-related encounters. You need to build relationships with one another. Real relationships. Have names, faces, likes, dislikes, strengths, limitations, emotions. It’s not just “fluff” to connect socially with one another; it’s a business imperative.
Here’s an experiment – watch the video below.
Has watching that video put a voice behind these characters on the screen? A passion for this topic, possibly luring you to read on? Think about how to create this same human connection on a consistent basis amongst the virtual team you lead.
Hopefully I’ve convinced you of the importance of connecting your virtual team with each other and building meaningful relationships. Below are a few ideas of how you can do that. Please share any others you can contribute to this discussion!
|1. As just demonstrated, turn your webcams on! Google Hangouts and Chat make it very easy to connect via webcams throughout the day as needs arise. Take advantage of the free tools that are out there.|
|2. Establish 1 hour each week in an informal “chat room” setting to share what’s going well, where people are having challenges, etc. Keep it a consistent, recurring appointment on everyone’s calendar and support its importance as the team leader. Recognize and reward team members when displaying the types of behaviors you wish to gain through this forum (sharing resources, collaboratively solving problems, collectively ideating on a topic). I would not overly-structure this forum, but I would ensure that it’s valuable time spent. It might require some prodding and light structure initially, but then I think you’ll see it being largely self-run by the team once they get into a groove. Consider giving it a catchy title like Team60, Monday Round-Up, Hump Day Happenings…|
|3. Create a private Facebook page (for use during the work day too…this is their water cooler!). Model the way by being an active participant on the page yourself. Alternatively, you could create a team-specific hashtag on Twitter. What’s important is that you use the social media channel that the majority of your team is already using and is most comfortable with. That way, team happenings and collaboration just become part of their regular news feed. Discuss with your team to determine the best channel.|
|4. Spend the first 5 minutes of your weekly team meetings doing a “Round Robin” on a selected topic, such as:
Placing a time cap on this part of your meeting will help keep it efficient. You could even gamify it a bit by putting up a digital clock on your web conferencing screen.
|5. Create greater awareness of and transparency around team members and team dynamics, using tools such as (just to name a few):
The most important piece here is that you are creating a greater awareness of individual strengths, communication preferences, conflict styles, thought processes, values, etc. and then purposefully modifying your interactions with one another accordingly to enhance overall team dynamics and outcomes.
|6. Convene in person. I know this post is focused on virtual team leadership, but to have a really strong team you have to leverage face-to-face, live interaction whenever possible. I recommend doing this during the initial onboarding of a new team member, and then at regular pre-established offsites during the year. I would convene the entire team annually at minimum, but bi-annually if budget and logistics allow.I spent 2 days in Pittsburgh with a team from Australia that I was working with a few years ago. Those are the only 2 days we have ever spent together in person, but to this day my relationships with those colleagues are stronger than anyone else I work with in the APAC region. Trust me, it’s worth the time and investment.What should you do when you convene? Anything that is more effective in-person (i.e., leave day-to-day tactics and operations out of it):
|7. Virtual Philanthropy – Empower each of your team members to lead a philanthropic effort of their choice, virtually of course, and rotate on a quarterly basis. This could be contributing to a team blog to raise awareness of a particular issue/cause; collecting videos from each team member to send into their local Children’s hospital to brighten someone’s day; organizing a food or toy drive with shipments all coming into their home address and sharing final stats and pictures of your drop-off; hosting a virtual walk-a-thon or 5K at lunch one day with everyone getting sponsors and then sharing pictures from their afternoon jog, etc. Possibilities here are endless! Leave it up to the creativity of your team to decide what they want to do.|
Remember to continue to follow this series and contribute your expertise on this topic. I will post additional Virtual Leadership strategies each week for the next three weeks. Here are the next 3 strategies we’ll explore, so stay tuned!
This post strays a little bit from my normal blogging, but it’s been something on my mind lately that I need to hash out on my keyboard.
We have a problem with trust in organizations today. Nothing earth shattering about that statement. I personally believe it’s closely connected (unfortunately) to a much larger issue of trust in today’s world. I can’t blame anyone for feeling this widespread lack of trust. Our trust has been broken…too many times in recent years…often by tragic events…leaving us feeling vulnerable, yet also determined to look out for ourselves and those we love the most. This sometimes comes at the expense of not developing relationships with those we don’t know.
The larger issue of lack of trust in today’s world deserves its own series of blog posts (and more!) that I cannot provide, nor am I qualified to provide. What I can do though is reflect on how I’ve seen this lack of trust play out in organizational life and offer at least one suggestion for how we can start making it better.
I’ve been working in some facet of organizational development for more than 10 years, most recently running an OD consulting practice. I’ve had the distinct pleasure of working with organizations of all different sizes, industries and global footprints, and I can say that all of them (and they would agree) could benefit from making one thing a priority:
Developing the ability within their employees to have honest conversations with each other.
Honest conversations. They’re not easy. If they were, we wouldn’t have so many performance issues, miscommunication, ambiguous expectations and unclear definitions of success. As a consultant, I’ve seen this play out in a different light than when I was working inside organizations. I’m now hearing the honest conversations as an unbiased third party, but I’m the wrong person for them to be directed to.
One of many things we can do to increase levels of trust within our organizations is to start being honest with each other. We have to start somewhere, and I believe one place we can all make a difference is by making a personal commitment to have honest conversations with our colleagues, managers, and team members.
Try it this week. I venture to bet you’ll feel a sense of relief and will also realize more constructive outcomes than you’ve possibly had in years. What’s holding you back? Let’s work together to reframe our discussions in the workplace. Back to the basics with this one. #honesty