With the rapid pace of innovation within technology, working remotely has become easier than ever. However, this new technology is just a tool, it is up to people to utilize these tools to their utmost while alleviating the drawbacks.
Research shows [i] that the larger percentage of time a team works through virtual means the more negatively that team feels about each other and the work they are doing. It lowers the team’s effectiveness and seems to lower the desire to give the benefit of doubt. There are also studies that have found that we tend to skew negatively in our interpretation of written text. As an example, an overall positive email tends to be received as a neutral email and a neutral email is seen as a negative. This of course varies widely, however, it’s important to point out just how much room for interpretation text-based communication allows.
Not all virtual workers or teams are the same, each have unique opportunities and challenges and I won’t cover all of them here. What I will address are a few techniques that will help a leader reduce some of the weaknesses of virtual teams and help with their remote workers in the process.
Be Proactive, Focused, and Build Alignment
Be proactive in reaching out to virtual workers. Virtual members run the risk of falling into an “out of sight, out of mind out of mind” role and can easily feel left behind. A leader must be vigilant to address this. Research shows that the more a person works remotely the more they tend to associate it as a negative experience, however, they also found that if a person comes into the office 10% of the time, many of the most drastic negative effects can be mitigated. So, have virtual team members, if possible, come in every 10 days, while in the office use the time to discover and work on all of the potential drawbacks that the virtual worker is having. If traveling to the office isn’t possible set up meeting once every 10 days to address these things. Being proactive builds confidence and conveys a sense that the leader understands what it will take to be successful and are willing to act to make that success happen.
Proactive Techniques
Invest time upfront to collaboratively address the people, technologies, goals, and objectives the virtual team has.
Find and address potential disconnects that may arise.
Silence Doesn’t Mean Acceptance
One of the first things I learned in graduate school is that silence does not mean acceptance. Just because a leader isn’t hearing about problems doesn’t mean that they don’t exist. It's incumbent on said leader to be proactive and open to hearing about issues. This is true while in the office, but especially crucial to be aware of while dealing with virtual workers.
Proactive Techniques
Communicate openly and freely
Make your actions and thought process as transparent as possible
Keep everyone informed
Follow through with your commitments
Actively check in on silent team members
Apply Emotional Intelligence
Workers need to feel valued for who they are and not just for what they do. Working remotely can feel transactional and impersonal which is why extra effort should be placed on building a strong emotional relationship before the worker begins working remotely. Focusing on emotional intelligence and being person centric will help mitigate some of the potential isolation and transactionalism that occurs. Time must be spent on relationship building.
Proactive Techniques
Acknowledge others feelings
When you care, Voice it
Lean into your emotional discomfort, chances are others in your team feel similarly
Be prepared and open to feedback.
Make compliments, they cost nothing and are sorely under utilized
Clarity and Predictability
Here is an example I think we have all experienced; you send a text message to a friend or loved one and wait for a reply, and you begin to think, did they reply too quickly, too slowly, or the worst of all, those little bubbles pop up for a time and then disappear with no message sent! Think of all the anxiety built around that uncertainty. This is a simple example of how important it is to be clear and predictable while working remotely, especially at the beginning. Uncertainty creates anxiety, fear, and withdrawal which are all toxic for virtual teams
Proactive Techniques
Invest the time upfront to be clear on roles, objectives, and tasks
Make time to clarify what is expected by whom and by when
Create an open dialogue about uncertainty and anxiety
Create operating agreements. Such as, “We will respond to emails within 24 hours”[ii]. These agreements should be created collaboratively, with the all members, for them to buy in.