Virtual Team

Quick reference

• 00:01 Hello, I'm Ray Sheen.
• 00:05 Virtual teams create an additional set of communication issues and challenges.
• 00:10 Let's take a look at how we can address those.
• 00:13 Before I get started, let me explain what I mean by virtual team.
• 00:16 This is a team where individuals are working together on a common goal, but
• 00:20 they are not co-located.
• 00:22 They could be in a different nearby facility, or
• 00:24 they could be located on a totally different continent.
• 00:27 They must function as a team, but
• 00:29 they do not have the ability to regularly interact face to face.
• 00:32 So let's talk about some of the challenges.
• 00:35 One challenge is to keep everyone motivated.
• 00:37 Team members often feel isolated and forgotten.
• 00:40 They wonder if anyone knows what they are doing.
• 00:43 To meet this challenge, the team leader needs to provide regular recognition of
• 00:46 achievements and ensure the virtual team members are included in team activities.
• 00:51 Another challenge is collaborative leadership.
• 00:54 Teams often rely on close collaboration between team member to achieve
• 00:58 the team goals.
• 00:59 However, some people have difficulty collaborating from a remote location.
• 01:03 They need to be with others and where the action is located.
• 01:06 A friend of mine, who's like this, took a job where she worked from home.
• 01:09 She said that she felt like she was in the time out chair.
• 01:13 To meet this challenge the team leader must proactively include the virtual team
• 01:17 member in the collaborative sessions.
• 01:19 Another challenge is that the interactions become technology-based
• 01:23 rather than interpersonal.
• 01:24 This is especially true if there are very different time zones involved.
• 01:28 The strong reliance on technology can mask or amplify misunderstandings,
• 01:33 especially when different cultures and languages are involved.
• 01:36 Try to create times of actual personal interactions, either face-to-face or
• 01:40 on the phone.
• 01:42 The next challenge is commitment.
• 01:44 The virtual team members often become unsure of their role
• 01:48 where the team progress towards the goals.
• 01:51 Clarify with them using the responsibility matrix, not only the task that they lead,
• 01:55 but also where their support is needed.
• 01:58 Finally, conflict resolution is a challenge with virtual team members.
• 02:02 A small problem can stew and fester until it becomes large.
• 02:05 In face-to-face meetings, you might detect through body language or
• 02:08 other actions that a conflict is building.
• 02:11 With the virtual team,
• 02:12 the team leader often is not aware of the problem until it blows up into a crisis.
• 02:17 To meet this challenge a team leader needs to be prepared to quickly address any
• 02:21 conflict that arises, recognizing that if it has made it to them,
• 02:25 it probably is already a big deal.
• 02:29 Due to the geographical dispersion of virtual team members,
• 02:32 there are some team activities that are more challenging.
• 02:36 Two big ones are communication and integrating activities.
• 02:40 These are activities where the team members and their actions must intersect.
• 02:44 If there's going to be a problem, it will show up here.
• 02:47 So expect that there will be some confusion and misunderstanding.
• 02:51 A key email was missed, a communication on a teleconference was garbled.
• 02:55 Or the various team members' interpretation of a requirement
• 02:58 is different.
• 03:00 It's absolutely vital to create and follow a communication plan with virtual teams.
• 03:04 The team leader must proactively manage the communication process and
• 03:08 keep track of both status and issues.
• 03:11 If possible get some face-to-face time with team members
• 03:14 by bringing the entire team together for selected activities.
• 03:17 And when there are language and
• 03:18 culture differences, there will be misunderstandings.
• 03:22 So expect it and manage it.
• 03:25 I will often put the detail plan in writing and document any action items.
• 03:29 This essentially creates a contract of expectations between everyone.
• 03:33 Now I don't use it as a hammer to beat people up or create legal problems.
• 03:37 I just use it to ensure clarity of expectations.
• 03:41 Another challenge with virtual teams is to keep those virtual team members on track
• 03:45 and performing.
• 03:47 Here are a few influencing competencies that work well with virtual team members
• 03:51 who are not performing as needed on the team.
• 03:54 Establish a communication plan.
• 03:56 I know I'm starting to sound like a broken record on this point, but
• 03:59 it's absolutely fundamental.
• 04:01 Have clear communication channels for setting expectations and
• 04:04 tracking performance,
• 04:05 then discussions about performance are just normal data collection actions.
• 04:11 When dealing with an issue, leave your personal agendas out of the discussion.
• 04:15 Focus on the goals of the team and the role of the individual.
• 04:19 It's not about individuals winning or losing, it's about the team winning.
• 04:23 Another competency is to rise above politics but be aware of them.
• 04:28 The virtual team members may have to deal with power struggles and
• 04:31 politics at their location that don't impact other locations.
• 04:35 As a team leader, strive to establish relationships with stakeholders and
• 04:38 power brokers at the virtual location, so
• 04:41 you can assist the virtual team member in their team activities.
• 04:45 But be careful,
• 04:46 don't use those relationships to undermine your team member.
• 04:50 Next is to engage with emotional intelligence.
• 04:53 This means recognizing both your emotions and
• 04:56 the virtual team member's emotions when dealing with an issue.
• 04:59 Try to stay focused on facts, which are less emotional and
• 05:03 work at truly listening to your team members.
• 05:06 You may have to work at trying to understand what is behind the words
• 05:10 that they are using.
• 05:11 Finally, be tenacious, ensure decisions to improve or change become actions.
• 05:17 A trust me isn't enough.
• 05:19 You want to work on the principle of show me so
• 05:22 that there is a foundation for trust.
• 05:24 You may also need to provide obvious support and encouragement for
• 05:27 the actions and changes so your virtual team member knows that you are serious.
• 05:32 The challenges of communicating with virtual teams are the same as though
• 05:37 with other teams, but the virtual nature will amplify them.
• 05:41 Team leaders must be prepared for
• 05:43 the extra work associated with leading a virtual team.

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