Author Archives Claire Sookman

Virtual Leadership Effectiveness – Case Study

Virtual Leadership Effectiveness 1 - Virtual Leadership Effectiveness - Case Study

Most managers of virtual teams have one thing in common: a crisis in confidence. According to recent research, only 15% rate themselves as highly effective, and just 53% feel they are moderately effective.

Their staff are slightly more generous, saying that 24% are very effective, which is better though hardly inspiring.

The reason for these lackluster statistics? Just 22% of people working on virtual teams receive training on how to work effectively in that environment.

This is an important issue that has real consequences for virtual teams, leading to miscommunication, inefficiencies and trust issues that can cut into if not completely obliterate the supposed benefits and cost savings that working virtually can provide. 

In the virtual environment, nobody can see you smile – or hear your tone of voice, or pick up on any number of other cues we learn from birth. As a result, virtual managers and employees need a new communications toolkit designed for the virtual environment.

Real skills for virtual teams

What’s different in the virtual environment? Just about everything, really. From basic communication:

From basic communication:

  • Clear and concise interactions over email, chat and web, video and conference calls
  • Learning how and when to use which collaboration technology to facilitate the right interaction at the right time
  • Remembering to explicitly include everyone during a virtual meeting whether they are in the same building or 3,000 miles apart, this can help combat the out-of-sight-out-of-mind effec

To virtual meetings:

  • Devote time to building sustainable and trusting relationships through something as simple as having everyone share a recent success or challenge they experienced – teams that spend just 15 minutes a day building relationships have a 20% increase in performance over those that do not
  • Provide a visual map or representation of meeting participants, helping to ensure that remote attendees feel like they are part of the team and connected to the rest of the group

From basic management:

  • Leverage technology to create an “open door policy” that signals your availability for impromptu virtual conversations
  • Be transparent, sharing updates with your virtual and face-to-face team members simultaneously; this keeps everyone feeling in the loop and equal regardless of their distance from one another 
  • Demonstrate credibility, as people trust what they can see; when you are open and honest, others don’t have to guess what your intentions are
Virtual Leadership Effectiveness 3 - Virtual Leadership Effectiveness - Case Study

Great virtual managers understand that’s the unique challenges of the virtual environment can lead to serious issues including low morale, reduced productivity, feelings of isolation, and general
dysfunction. 

By taking the time to invest in virtual communication and management skills, they position themselves and their team for long-term success.

Incorporating virtual best practices

Few people are born with the knowledge and skills it takes to work in the virtual environment, which means investing in targeted virtual training is essential to drawing out the best in you and your virtual team.

Virtual Team Builders offers a free mentoring session for Leaders of virtual teams – click here to learn more. 

What challenges to you face on your virtual team? Let us know on social media using the hashtag #VirtualTeamTalk!

By : Claire Sookman /June 06, 2020 /Uncategorized /0 Comment Read More

Whitepaper on the Challenges Virtual Teams Face in a Covid-19 Environment and Beyond

White Paper covid 19 1 copy - Whitepaper on the Challenges Virtual Teams Face in a Covid-19  Environment and Beyond

Executive Summary

Usually when companies permit employees to work remotely, or transition entire departments to the virtual office, it’s part of a planned and well-resourced strategy. Unfortunately, during the recent novel Coronavirus pandemic, hundreds of thousands if not millions of workers and team mangers have had to make that transition with no preparation whatsoever, putting in many cases setting them up to fail. 

The fact is, working virtually is very different from working face-to-face. The communication skills required to work, lead and collaborate in a colocated environment are different from those required when working virtually. Feelings of disengagement and isolation are more pronounced, miscommunications are more common, and teams more often than not fail to achieve their objectives, even under ideal circumstances. 

And these are not ideal circumstances. Given the added stress of nearglobal stay-at-home orders and mandatory quarantines due to COVID-19, and virtual teams are under even more pressure than they would be ordinarily. Common issues facing virtual teams include:

  • 42% of virtual team members feel frustrated and overwhelmed by virtual collaboration and communication technologies
  • 34% of virtual teams believe remote team members don’t do their share of the work, leading to conflict
  • 85% of employees report working in a virtual environment at least some of the time, yet only 22% have received training in how to do so effectively

This leads to several negative consequences that undermine team productivity and cohesion,  including:

  • Feelings of isolation
  • Frequent miscommunication
  • Absenteeism
  • Inefficient,  unproductive team meetings
  • Poor communication between employees and managers 
That said, virtual teams can be enormously effective, highly successful, and excellent for morale and productivity. The key is to understand that working virtually is about more than a laptop and a good Internet connection. Technology is only 10% of the equation. The remaining 90% is human. 
    This white paper will summarize a great deal of research concerning virtual teams, particularly the differences in productivity and costeffectiveness between those that have received training and those that have not, and set your team up for success in a COVID-19 environment.

    Introduction

    With the majority of the corporate world now working virtually due to COVID-19, and the likelihood of further waves of quarantine before the virus is fully under control, it’s worth examining – how do virtual teams differ from their face-to-face counterparts, and how do those differences impact team performance?

    Many people automatically misconstrue virtual teamwork as a simple process because it uses tools that are commonplace and understood, such as telephones , laptops and email. On the contrary, despite how commonplace virtual offices are, the majority of virtual teams suffer some form of performance failure. According to the Gartner Group, 50% of virtual teams fail due to a lack of understanding of how to work virtually. [1] More recent reports suggest that failure rates may actually be as high as 82%. [2] 

    Although technology enables organizations to bring diverse and dispersed team members together, teams that interact virtually often have difficulty collaborating effectively, gaining a shared understanding of goals and tasks, [3] and/or achieving and maintaining the necessary levels of trust and social cohesion between team members. [4-7]

    Research findings from MIT and others show that: [2]

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    The potential benefits for improving virtual team performance outcomes through skill development and training include:

    • Reduced frequency of unproductive conflict
    • Improved team cohesion
    • Minimized over-collaboration, improving productivity and cost-effectiveness
    • Improving trust building and team viability (i.e., giving your team the best chance to work together productively in the future)

    Yet globally, 85% of employees report working on virtual teams. At the same time, only 22% have received any training geared toward working in that environment. This disparity suggests that many of the people working virtually do not know how to do so effectively, which can lead to dysfunction
    including: [9]

    2a wtpr - Whitepaper on the Challenges Virtual Teams Face in a Covid-19  Environment and Beyond
    This is most apparent when it comes to rating virtual team leadership:58% of employees feel that their team leaders are not adequately prepared to manage their team in the virtual environment. [8]
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    This leads to virtual employees feeling that their managers are out of touch, exacerbating the difficulties in building trust and rapport that are already more pronounced in the virtual environment.

    Challenges for Virtual Leaders

    Two-thirds of experienced managers fail in their first attempt to run a virtual team – and for new managers, the failure rate is even higher. In fact, misunderstandings are five times more likely to occur without face-toface communication [11]. For managers, it is essential to understand why this occurs, and how to develop the communication skills that work in the virtual environment.

    Virtual managers and their teams can be every bit as effective as their co-located counterparts, if not more so. [12] But without proper training and strategies to work in the virtual environment, managers will be at a significant disadvantage and are likely to fail. Key issues are:

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    In addition, managers must often learn an entirely new set of leadership skills. For instance, one study showed that typing speed and accuracy are enormously important for managers in the virtual environment. [13] Individuals who can type faster are able to more quickly communicate their thoughts and drive the team’s direction.

    Challenges for Virtual Employees

    In the 2012 study Untapped Potential of Virtual Teams, [14] Siemens Enterprise Communications designed and executed a research survey generating responses from nine countries, covering North America, Latin America, and Western Europe. The goal of the survey was to find the realtime problems companies struggle with that involve virtual teams and their effect on operations, efficiency, and the overall bottom line. The results show that:

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    Another survey showed that only 22% of employees receive training on working in the virtual environment, causing and exacerbating many of the above issues. Lack of face-to-face contact for employees without a solid foundation in working virtually experience productivity impacts in the
    following areas: [8]

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    Further, even employees who work virtually only some of the time feel that their in-office colleagues don’t treat them equally: [15]

    • 67% feel that colleagues don’t fight for their priorities
    • 64% say colleagues make changes to a project without warning them
    • 84% allowing these concerns to linger for days before addressingthem; 47% did so for weeks or more.
    Overall, 80% of virtual team members find that working virtually is more difficult than in person. [16]
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    There is a clear correlation between the low instance of training for virtual employees and the high rate of negative experiences while working virtually.

    The Way Forward

    Are you ready to transform your Organization using the same techniques that competitive businesses are using to advance their bottom line, to become tech-savvy and move into the digital age, the answer needs to be “yes.” 

    Virtual teams can be enormously successful for organizations, leaders and employees – performing as well as or even better than their co-located counterparts. The potential for improving team performance outcomes is substantial if you have the right skills in place. 

    At Virtual Team Builders (VTB), we know that it takes more than technology to connect your virtual team. We will work with your virtual team members and managers to teach them how to successfully engage with one another, resulting in a healthy, engaged, productive team.

    About Virtual Team Builders

    Virtual Team Builders (VTB) is the leader in virtual team success. Since its inception 30 years ago, VTB has assisted over 200 organizations worldwide to improve the efficiency of their virtual teams. We provide worldclass customized solutions. Whether separated by 90 feet or 3000 miles our
    world-class programs provide you with solutions that drive engagement, communication, collaboration and success. A high performing virtual team means a high performing company. Work with our consultants to assess your virtual team, identify skill gaps and implement a customized solution to transform your team, leaders and organization.

    VTB’s roster of clients spans both the public and private sectors in North America and Europe:

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    All our our programs are specifically tailored to the unique needs that virtual teams face! Take our 1-minute Virtual Team Success Survey and receive a FREE 30-minute consultation here: virtualteambuilders.com/virtual-team-success-survey

    References

    1. Schweitzer, L. and L. Duxbury, Conceptualizing and measuring the virtuality of teams, Information Systems Journal, 2010.
    2. Vijay Govindarajan and Anil K. Gupta, Building an Effective Global Business Team. MIT Sloan Management Review, 2001
    3. Martins, L.L., L.L. Gilson, and M.T. Maynard, Virtual Teams: What Do We Know and Where Do We Go From Here? Journal of Management, 2004
    4. Coppola, N.W., S.R. Hiltz, and N.G. Rotter, Building trust in virtual teams. Professional Communication, IEEE Transactions on, 2004. 47(2): p. 95-104.
    5. Crisp, C.B. and S.L. Jarvenpaa, Swift trust in global virtual teams. Journal of Personnel Psychology, 2015.
    6. Germain, M.-L. and D. McGuire, The Role of Swift Trust in Virtual Teams and Implications for Human Resource Development. Advances in Developing Human Resources, 2014. 16(3): p. 356-370.
    7. Robert, L.P., A.R. Denis, and Y.-T.C. Hung, Individual swift trust and knowledgebased trust in face-to-face and virtual team members. Journal of Management Information Systems, 2009. 26(2): p. 241-279.
    8. RW3 CultureWizard, Trends in Global Virtual Teams – Virtual Teams Survey Report, 20169.
    9. O’Hara, M. and R. Johansen, Global work: Bridging distance, culture and time. 1994, Jossey-Bass: San Francisco, California.
    10. Mockaitis, A.I., E.L. Rose, and P. Zettinig, The power of individual cultural values in global virtual teams. International Journal of Cross Cultural Management, 2012. 12(2): p. 193-210.
    11. Dylan Bryant, Four Ways Virtual Teams Fail (and How to Fix Them), Evernote, 2017
    12. Stefan Gudjohnsen, Virtual teams and virtual meetings: Investigating the conventional wisdom that face-to-face communication is better, Reykjavik University, 2014 
    13. Tom Snee, The key to virtual team leadership? Fast typing, University of Iowa, 2017
    14. Siemens Enterprise Communications, The Untapped Potential of Virtual Teams, 2012 
    15. David Maxfield and Joseph Grenny, Virtual Reality: Remote Employees Experience More Workplace Politics than Onsite Teammates, VitalSmarts, 2017
    16. Emily Bonnie, 8 Biggest Challenges for Leading Virtual Teams, Wrike, 2014 
    By : Claire Sookman /May 19, 2020 /Uncategorized /0 Comment Read More
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