Key Leadership Practices for Virtual Teams By Donna Dennis, PhD
We are living in an environment where circumstance forces change! Work teams everywhere have been forced to shift quickly to a work from home setting. The MyAgencyCampus team reached out to virtual team leadership expert Donna Dennis, PhD to learn more about “Key Leadership Practices for Virtual Teams.” See below for some just-in-time recommendations. Both leaders and team members must cope with many other challenges. A study conducted by the Business Research Consortium (BRC) in association with American Management Association survey of 1,500 individuals revealed the following seven suggestions for companies that want to improve the efficiency and effectiveness of their virtual teams. 1. Remember that good virtual leadership is different. It is tempting to believe that traditional leadership qualities are so general that they easily translate to virtual team leadership. Unfortunately, that is just not true. 2. Emphasize communication even more. Yes, nearly every leader has been told to “communicate, communicate, and then communicate some more.” What is true for leaders in general is doubly true for virtual leaders. In fact, it’s usually true for all virtual team members. Fully 72% of respondents to the BRC survey strongly agreed with the idea that virtual teams require more team communication than do co-located teams.
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3. Adjust to the medium. The study shows that team member engagement is strongly influenced by the degree of visual feedback members are getting. For example, participants in voice-only virtual meetings (the kind so common in the corporate world today) are much less likely to be engaged than participants in face-to-face meetings and in meetings with high-quality videoconferencing. Without a visual element, leaders must do things such as: ü Pick up on more subtle cues (such as tone of voice) ü Know nuances of cross-cultural communication ü Ask more questions to get to a common understanding of a problem or an issue 4. Do more to establish trust. Because virtual team members often lack the time and opportunities to talk to each other informally, trust can be hard to build. The best virtual leaders tend to build “swift” trust, knowing that distance makes it more difficult. They provide goals, roles, responsibilities, strategies, and a vision to create a common purpose and shared objectives. They establish agreements and make expectations clear so that all team members understand responsibilities and proper etiquette. 5. Develop robust processes and, where needed, structures. Not only must virtual leaders make expectations clear, they also must establish more checkpoints with explicit guidelines.
