Question

virtual team. Chances are that you will be working some day in a virtual team, and most of you will also be assigned to be the leader of that virtual team. Chances are even greater because the corona virus has changed the world. But virtual teams are very difficult to lead because when there is no face-to-face interaction, then social dynamics do not develop (remember that listing the social dynamics [roles, norms, cohesion...] : how can a leader make a virtual team work effectively?

Question

(A) research virtual teams, so that you can understand them, (B) then develop a hypothesis on what the virtual team leader can do to make a virtual team become effective, then (C) apply your hypothesis to an example (real or imagined)

Answer 1

VIRTUAL TEAMS

Human beings are social animals and hence to run a successful and cohesive team some social interaction and bonding is necessary. However we are in the new normal . Even before the corona virus, the onset of the "gig" economy has made it essential for team leaders to be able to manage people virtually - over internet or mobile phone and ensure delivery as per SLAs/KPIs. Hence some strategies that leaders need to deploy effectively to manage virtual teams :

1. Create very clear role definitions and KPIs - this is absolutely critical as half the problems come when role definition is not clear and you have multiple people stepping on each others' toes. When you (as a leader) think through responsibilities of the team , match it to the skill sets of people available in the team , and ensure it is assigned in an optimal manner.

2. Establish clear and multi-level communication channels : Today we have multiple technology tools available to esnure that communication can be free and easy. Ensure that the team members feel able to reach out for help , seek clarifications and ask doubts to ensure that the delivery of work doesnt get impacted.

3. Regular meetings and reviews : One of the biggest problems that leaders face when managing virtual teams is the feeling of loss of control . Teams also may sometimes feel bereft as if there is no guide. Remove both these issues at one shot by scheduling regular meetings to review, discuss the progress of project. Establish milestones and review each aspect with the relevant team members. Ensure that all points are discussed and issues identified and sorted. In case there are no issues, bottlenecks, still a meeting with no agenda helps !

4. Choose Video calls over phone - basically to get over our tendency to want to meet people, it is better to video call teams - it helps to put a face to a name and try and create virtual bonding sessions. Many successful teams are scheduling coffee calls at around 4 PM where the agenda is to have a cup of coffee and indulge in some harmless banter and fun - a re-creation of the office cafeteria. It helps to get some downtime with the team and unwind as well.

5. use project management tools whereever possible so that the entire team has visibility of progress of project , dependencies and their contribution.

6. Reward and recognition - it is important to reward and recognise people - in particular in virtual teams - in the absence of regular office hours and team meetings, this can go a long way in making people feel that they are part of the team and their contribution is important.

7. Ensure professional work environment - despite being a virtual office , it helps to have a professional tone in meetings , to dress professionally and to create a professional work space at home - as a leader it is important to set the tone . Secondly , it is better to set clear work hours when the team is expected to be present - for calls, meetings., reviews etc . This helps create a professional work ethic and the results are seen in the delivery as well .

In my opinion, the biggest requirement of a leader to manage a successful virtual team is to set an example by his behaviour and actions - this is the most positive impact on the team and its motivation and therefore performance. Research and inputs taken from multiple leaders during this lockdown has clearly shown that leaders who set the right tone, outline clear deliverables, avoid micromanaging but review periodically and provide course correction and strategic inputs at the right time, pull in additional resources in case of requirement are the ones who are successful.