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To some degree most leaders have virtual teams and it is important to recognise that virtual teams come with their own dynamic. The benefits are obvious but some of the risks may be overlooked. Virtual teams are dispersed collaboration. The reasons we disperse collaboration seem obvious. Organisations have multiple locations around the country and for some around the world. Flexible working is embraced and working from home has many advantages for the individual and organisation. We usually opt to collaborate this way deliberately. Sometimes there are external factors necessitating the need to work with others in a virtual way. It could be a natural disaster such as recent fires and floods in Australia. As COVID-19 sweeps the world the impact for many has been to work from home and increase virtual teamwork.
Is working together in a virtual way same as working together in one place? From my own practical experience the answer would be no. In my research on this topic the results are clear that virtual teamwork has challenges which should not be overlooked. Most of us have that feeling anyway but it is wise to dig deeper and consider what action can be taken. A core issue is communication.
Hill and Bartol identify five ways to improve communication in virtual teams:
Email and bulletin boards are useful when pushing information in one direction. Web conferencing and video conferencing are suited to problem solving and gaining different perspectives. The more complex the task, the more it has to resemble in person interaction.
Intentions are easily misinterpreted in email. Sometimes people are less guarded and more critical in email compared to interactions in person. Also email can be read with different lenses. Best to be as clear as possible and consider how messages will be received.
If not carefully managed virtual teamwork can become disjointed. It may not be clear that everyone understands and is on track. Extra attention has to be paid to ensure that all team members are in the loop. Silences that keep people guessing are to be avoided. Stress to team members that requests for clarification are welcome and encouraged.
It can be more challenging to build trust at a distance. Being responsive and supportive builds trust and makes effective virtual teamwork more likely.
In a virtual team situation it is possible team members may be less inclined to speak up. Leaders should be active in gaining the perspective of all team members.
In my coaching conversations, leaders often raise the challenges of working with virtual teams. Through a structured coaching conversation, my coaching counterparts have been able to identify improvements they could make for better functioning virtual teams. Many of the enhancements they identify fall into one of the five categories above.