Building trust in virtual teams March 2014
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Real life lessons for building trust in virtual and remote teams.
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Building trust in virtual teams March 2014
- 2. The Grim Reality • Up to 87% of the global workforce is now working remotely at least part of the time • 40% of virtual teams are underperforming (Source: RW3, 2012)
- 3. A Virtual Team A group of individuals who work together across time, space and organisational boundaries and communicate via technology.
- 5. Real Life Lessons Develop your leaders to lead virtually
- 6. Face to face interaction at first…..if possible • Speed up trust building and collaboration • Develop shared vision, values and ground rules
- 7. • Clearly articulated goals, objectives and plans • Clear roles • Solid induction
- 9. Meet Often - Virtually
- 10. Choose and Use Tools Wisely (Source: Thissen et al, 2007)
- 11. Rituals, symbols, avatars, celeb rations
- 13. Trust is fragile, we need to be explicit in our needs, expectations and promises. (Hall, Entente Foundation, 2010)
- 15. Further Information For whitepapers, blogs and more information www.odconsulting.com.au
Editor's Notes
- 2012 study undertaken by RW3, included 3,300 respondents across 102 countries, 87% of our global workforce are working remotely at least part of the time40% of virtual team members felt that their teams were underperforming.
- This is my definition of a virtual team.
- Mentioned importance of trustVTs develop swift trust, a form of trust that is common in emergency services teams where TMs assume that others have the skills and experience to perform their role and can therefore be trusted. However, one broken promise, miscommunication or failure to follow through will dissolve the trust as quickly as it was built. V ITsms need to work to build real trust. Research undertaken in 2012 by Murphy and Rodriquez-Manzanares that it is possible to build real trust without F2F contact, but it needs to be done consciously and actively promoted. Some key ways to build the trust are:Begin interactions with some social chatDefine roles and processes clearlyCommunicate motivation and enthusiasm in electronic communicationsFollow through on promises
- The slide I put up earlier indicates that only about 46% of virtual teams meet face to face at all.research has found that a F2F meeting up front will speed up trust building and collaboration in a virtual team.two examples of organisations that take the need for F2F very seriously and have reaped the benefits of it. global IT company that brings it’s virtual team members together for an annual conference for planning and team development.statewide team that has the luxury of meeting every two months and also undertake all their planning, team development and complex or sensitive discussions F2F.
- need very clear direction at both team and individual levels to guide day to day work and keep connected to the big picture.clear goals, objectives, timelines and plans. Ideally, collaboratively developed with the team and stored in a place where they are readily accessible for everyone who needs them.
- We can’t see what people are doing on a daily basis, so we can’t manage by activity. The best method I have found is manage by outcomes.same as Management by Objectives, or MBO, which many of you will be aware of.The process starts with……My experience has been that this often requires a mindset shift by team leaders.
- A recent study found that videoconferencing enhances engagement in virtual teams. This includes daily stand ups, weekly Change Advisory Board meetings, retrospectives say every two weeks and regular planning and review meetings. successful - ensure they are very structured, which stand ups and Change Advisory Board meetings are by nature, have a chair and clear meeting processes and protocols, include some social interaction (maybe not for stand ups, but definitely for the longer meetings), generally kept shorter than F2F meetings.
- There are a range of tools available to us these days and some are richer than others.I found VTs with communication problems tend to over-use email – exacerbates problemsWe need to use the right tool or tools for each situation: more complex or sensitive – the richer the toolEg. Feedback and performance reviews, if not F2F, should at least be videoconferencing so we can read the body language as well as the verbal message
- PS team - produced a map of their geographic spread and each TM found an image that represented their role and location within the team.went through a process during which each TM attached their image to their location on the map and told the rest of the team what the image, their role and location means to them. Once completed, produced an electronic image of the map for each TM. found this ritual was very important in building a sense of team and the image created is powerful in connecting remote workers to the team.
- It is also possible to replicate water cooler conversations virtual. Just pick up the phone regularly to as team members ‘what are you up to on the weekend?’ or ‘how is the week going?’. TLs I work with find that using instant messaging works well for some of the incidental chats. A senior IT mgr in banking that I interviewed has virtual coffee meetings with his TMs. They each go down to their local coffee shop, order coffee, then sit down and have a chat – by phone. He says they find it a little strange at first but, once comfortable, it’s a great way to have an informal conversation and build the relationship.