Making Virtual Teams Work during COVID-19 crisis

Virtual teams became a fact of the business lifecycle. So, what does it fancy to make it work effectively?

It is important to get the inspiration for superior performance in teams – virtual. Which can specialize in how new leaders should assess and align their teams in their first 90 days.



Here are some basic principles:

1.   Get the team together physically early on – When it involves building relationships and fostering trust, an important foundation for effective teamwork face-to-face communication is better than virtual. However, if you’ll get the team together, use the time wisely to assist your team members to get to understand one another better, professionally, and personally, also as make a shared vision and a group of guiding principles in a way the team will work. Schedule the in-person meeting early, and reconnect regularly if possible. Probably once or twice a year. 

2.   Clarify processes and tasks – The leaders got to align their team on goals, roles, and tasks within the first 90 days. Coordination is inherently more of a challenge with the virtual team. Because people aren’t co-located. So, it’s vital to focus more attention on the small print of task design and therefore the process which will be want to complete the task. Always better to simplify the work to the best extent possible and confirm that there’s clarity about the work process, with specifics about who does what and when. Then periodically reviews to gauge how works are going and identify process adjustments and training needs. 

3.   Commit to a communication charter – Be very clear and well-organized about how the team will communicate. Virtual communication is usually less ironic than face-to-face interaction, which provides more contextual indications and knowledge about emotional states, like engagement. Better prepare a chart that establishes norms of behavior when the team participating in virtual meetings, like talking clearly and at a rational pace, listening attentively and not dominating the conversation, and so on. And therefore, the chart should also contain guidelines on communication modes, for instance, when to reply via email v/s learning the phone v/s taking the time to form and share a document. 

4.   Leverage the simplest communication technologies – starting from shared workspaces to multi-point video conferencing indisputably is making virtual teaming cooler. It’s important to not sacrifice trustworthiness during a quest to get on the leading edge. 

5.   Build a team with rhythm – It’s too easy to urge disconnected from the traditional rhythms of work-life once you are working remotely. One antidote is to be disciplined in creating and enforcing rhythms in virtual teamwork in regular meetings. Establish and share meeting agenda beforehand, having clear agreements on communication protocols, and starting and finishing on time. If your team members working in several time zones, don’t place all the time-zone burden on any team, better establish a daily rotation of meeting times to spread the load equitably. 

6.   Create a metaphor for casual interactions – The image of workmates gathering around a commonplace that shares information and strengthens social bonds. Start each meeting with a check-in, take each member a few minutes to debate what they’re doing, what’s going well, and what’s challenging. Regular virtual team-building movements are different to insert a touch more fun into the accounts. Also, originality collaboration platforms increasingly are joining shared workspaces with social networking features which will help team members to feel more connected. 

7.   Track commitments – “Management Time, Who’s Got the Monkey?” William Oncken and Donald L. Whys use the who-has-the-monkey-on-their-back metaphor to encourage leaders to push responsibility right down to their teams. It’s difficult to try because there are no easy thanks to observing engagement and productivity when the team is functioning remotely. It is often partly addressed by carefully designing tasks and having regular status meetings. Beyond this, it helps to be clear in getting team members to vow to define intermediate milestones and track their progress. Better to use a “deliverables dashboard” it’s visible to every team member on whatever collaborative hub they use. Don’t find yourself practicing virtual micro-management. 

8.   Shared leadership – Significant deliverables and pursuing commitments provide “push” to retain team members focused and productive, shared leadership provides crucial “pull”. Find ways to involve a team member in leading the team. By sharing leadership, you’ll increase engagement within the team which can help to reinforce productivity also take a number of the burdens off your shoulders. 

9.   Don’t forget the 1:1s – Leader’s one-to-one performance management and training, communications with their team members are a crucial part of making teamwork. Make these communications a daily part of the virtual team rhythm, using them not only to see the status and supply feedback. But to stay members related to the vision and to a high point they are a part of “the story” of what you’re doing together.

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