Virtual Survival Guide
Top 10 Tips for Remote Work Teams
Organizations are taking actions to reduce the impact these unprecedented times have on their business. Restricting travel, canceling large gatherings, and asking employees to work from home offices are some common reactions. In talking with people who are being asked to work from home, one of the biggest concerns is the effectiveness of virtual teams.
Many people believe that face-to-face interactions among team members are essential for effective teamwork. As it becomes imperative for people to learn how to work together virtually, it is critical for individuals and teams to find new ways to sustain optimal levels of productivity and efficiency.
Teams working remotely face unique challenges in communicating and collaborating efficiently and productively. Research conducted by Wilson Learning a few years ago highlights this problem. Our research showed that the most productive teams are those with a high level of diversity and high levels of communication skills. However, if communication skills are lacking, the highly diverse teams are the lowest-performing teams. Thus, effective teamwork and communication skills for virtual teams are even more important than for other teams. You can’t walk down the hall or into the next cubicle to discuss a problem if people are working remotely. As a result, without critical skill sets, virtual teams will fail to fully engage team members, establish clear goals and standards, and establish the processes necessary to get things done.
Here is a Top 10 list of strategies that will help your virtual teams perform at the highest possible level and take full advantage of members’ varying skills, knowledge, and capabilities.
Tip 1: Build Trust and Rapport
Team performance depends on a foundation of trust. Without it, team members are reluctant to share information, offer support, and may hesitate to rely on others to keep commitments and follow through on tasks.
To build a sense of trust, virtual teams need opportunities to develop social rapport, especially in the early stages of the team’s virtual work. Creating time for team members to identify common values, establish credibility, and foster a sense of trust is critical for virtual teams. For example, we have seen virtual teams engage in online games together as a way to establish relationships. If your virtual platform allows, make use of the video feature so people can see one another, a strong aid to developing trust and rapport. The use of social media such as LinkedIn, Twitter, and Facebook can also be useful to help team members become familiar with one another in a way that fosters trust and confidence.
Tip 2: Create a Strong Team Identity
Even more than co-located teams, virtual teams need a sense of “teamness,” based on a strong belief in a shared purpose, common inspiration, and commitment to the team’s goals. In a dispersed team, it is easy for members to feel isolated, not part of the team, and out of the loop.
The team’s cohesiveness will be greatly enhanced if their purpose and goals are clear and they have frequent reminders of why they are together and what they are working toward. Managers can also help build team identity by providing recognition for team and individual achievements and opportunities for team sharing and celebrating successes.
Tip 3: Develop Communications Technology Know-How and Support
Used correctly, current communications tools can be powerful and effective—offering interactive, engaging ways to share information and stay in touch. Managers need to become familiar with two principal technologies. First, there are online meeting sites (such as Zoom, GoToMeeting, or WebEx) that allow virtual team members to do real face-to-face meetings online. Second, there are online project management sites (such as SharePoint, Dropbox, or Google Drive) that allow virtual team members to share and store documents, plans, reports, etc.
To gain all of these benefits, however, team members must be reasonably skilled and comfortable in using the tools, and the technology needs to be readily available and reliable. All team members should have opportunities for training and hands-on practice, with access to technical support whenever they need help.
Tip 4: Engage in Shared Responsibility, Clear Accountability, and Team Celebrations
Like any other team, virtual teams must develop a feeling that all team members bear equal responsibility for achieving the team’s goals and have clear expectations and accountability for their individual tasks. While this will often come naturally for traditional teams, virtual teams need tools for tracking individual and team accomplishments. Of equal importance are periodic opportunities to celebrate and be recognized for team achievements. Non-virtual teams will often do this informally (in hallway meetings, for example), but virtual teams have to build this into their scheduled activities.
Tip 5: Ensure Strong Team Leadership
Team members in a virtual team—more than in other teams—need to be able to exercise effective self-leadership, taking responsibility for completing individual work and participating in all activities of the team. Nonetheless, an experienced team leader can be a critical resource in helping the team stay on track and serve as a liaison with the team’s sponsors. This leader can anticipate the challenges of working virtually, make certain communications are clear, and ensure that all members of the team are fully “in the loop” and participating as they should in team meetings.
Tip 6: Put Task-Related Processes in Place
Research from the Sloan School of Management demonstrates that virtual teams using well-developed task-related processes to increase work coordination and task-related communication tend to outperform those that do not. Processes for tasks such as setting goals, making plans, solving problems, assigning specific work roles, and measuring results help the team function efficiently and effectively.
This can be especially important for cross-cultural or cross-organizational virtual teams. Different work cultures have different expectations concerning processes and procedures. Therefore, it is important that these virtual teams clearly communicate the process being followed and provide training and assistance when team members are new to the process.
Tip 7: Build Social/Communication Skills
Social interactions are the glue that holds the team together. Although task-oriented processes are essential to the team’s effectiveness, members of a virtual team need to be highly competent in managing the give-and-take necessary to exchange information, provide mutual support, and make course corrections when necessary.
When non-virtual teams meet, the five to ten minutes before or after the meeting are usually spent in casual, non-work-related conversations that build social relationships in the team. However, this is much rarer in virtual teams. Effective virtual team leaders understand that it is important to build this time into the process, helping team members understand and appreciate diversity in interpersonal style, model versatility in adapting to others’ preferred communication styles, and know how to give and receive feedback. Team leaders and managers should make sure team members have these capabilities and, where needed, help the team build on and enhance their communication skills.
Tip 8: Establish Processes for Making Group Decisions
Every team needs the ability to make decisions and reach agreement as a group. For a virtual team, this is even more critical, as the members may not necessarily share any established common practices and may have very different experiences with decision-making. Team members need to understand the different ways that decisions can be made and know how to reach agreement on issues, such as the right solution to a problem and how to break down a task and assign work. An established team decision-making process and tools will help the team avoid getting stuck when a decision needs to be made, and ensure that the decisions made are high quality and represent the best thinking of the entire team. Not every decision is made in the same way; it is important to communicate which decisions are collaborative versus which decisions are leader driven.
Tip 9: Create Global Awareness
For virtual teams that are dispersed across global boundaries, a lack of global awareness and cultural sensitivity can undermine almost every other aspect of the team’s work, making it difficult to establish trust, make decisions, and carry out tasks in a coordinated, efficient way.
To work productively and cohesively across cultural boundaries requires that team members have some insight into the cultural dimensions that can affect interpersonal behaviors and preferences. This might include awareness of differences in how various cultures perceive business relationships, view power and authority within business organizations, and value the role of the individual versus the community or group.
Team leaders and managers can help by paying special attention to how the team is interacting and providing opportunities for team members to discuss and resolve issues related to different cultural assumptions or values.
Tip 10: Build Conflict Resolution Skills
Regardless of how well the team organizes its work or how well team members communicate, there is a high probability for occasional conflicts, either between individual team members or across the entire group. Conflicts within a virtual team can seem even more intractable and disruptive than they do when people are able to sit down and talk through the issues.
Virtual teams present special concerns regarding conflict. Because body language information is usually absent, there is a greater chance that information or intention will be misunderstood. We have seen cases in which a team member wrote an email with the expectation that it would be received positively, only to have other team members see it as negative and potentially offensive.
To make sure conflicts can be recognized early and addressed proactively, team members need to understand what kinds of issues can lead to conflicts and recognize how unresolved conflict can get in the way of achieving their goals. They also need to know how to separate the issues from the people and reach a solution without letting emotional responses become a barrier to mutually agreeable resolutions.
Whether your virtual team is dedicated to customer service or R&D, or whether it is dispersed across the globe or only across a single state, these 10 tips can enhance productivity, team member satisfaction, and effectiveness. Even a team that is working remotely out of necessity rather than choice can become a powerful asset if the group has the tools, technology, and skills required to bring their varied experience and knowledge together to achieve outstanding results.
To learn more, contact Wilson Learning at 1.800.328.7937 or complete the online form.
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About the Authors
Michael Leimbach
Michael Leimbach, Ph.D., is a globally recognized expert in instructional design and sales development, sharing his message that it is not about what you learn but what you use. His approach has been adopted by numerous Global 1000 organizations in Australia, England, Germany, Japan, South Korea, Taiwan, and throughout the United States. Dr. Leimbach is Vice President of Global Research and Development for Wilson Learning Worldwide. With more than 25 years in the field, he provides leadership for researching and designing Wilson Learning’s diagnostic, learning, and performance improvement capabilities. He has managed major research studies in sales, leadership, and organizational effectiveness. Dr. Leimbach also developed Wilson Learning’s impact evaluation capability and return on investment models. He has served as a research consultant for a wide variety of global client organizations, is the Editor-in-Chief of the Advances in Developing Human Resources professional journal, and serves on the ISO Technical Committee on Quality Standards for Learning Service Providers. Dr. Leimbach has authored six books, published numerous professional articles, and is a frequent speaker at national and global conferences.
Carl Eidson
Carl Eidson Ph. D., Vice President of Business Development, Wilson Learning Corporation. Dr. Eidson leads and coaches a virtual team of over 100 independent distributors stretching from Toronto to Buenos Aires. To influence and impact results remotely, he leverages innovative communication technologies and virtual leadership skills to create systems for salesforce development, marketing campaigns, and client-centered promotional events. With a doctorate in Industrial and Organizational Psychology he has coauthored articles on selecting top talent published in scholarly journals including Journal of Applied Psychology, Human Performance, International Journal of Selection and Assessment, and Journal of Business and Psychology. Eidson is a frequent speaker on human performance improvement research and practices at professional conferences.
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