The document provides 10 principles for leading virtual teams: 1) Be proactive by understanding challenges and increasing team confidence. 2) Focus on relationships before tasks by building trust through early personal connections. 3) Seek clarity and focus early on by clarifying purpose, roles, and objectives to prevent ambiguity. 4) Create a sense of order and predictability through shared processes, communication norms, and accessibility to reduce uncertainty.

1. Leading Virtual
Teams
TMA World
Viewpoint

2. Leading Virtual Teams
‘Virtual’
When used in relation to teamwork is an
unfortunate term.
What
It implies there is almost teamwork, but not quite. principles
‘Virtual’ has associations with nearly, close to and
bordering on.
can
help you
Alternatively, it is a fortunate term if taken it to
imply that greater efforts are needed to achieve
do this
real teamwork in virtual teams.

3. Leading Virtual Teams
1 Be proactive
2 Focus on relationships before tasks
3 Seek clarity and focus early on
Create a sense of order and
4 predictability
Be a cool-headed, objective
5
problem solver
Develop shared operating
6
agreements
Give team members personal
7
attention
Respect the challenges of the
8
virtual environment
Recognize the limits of available
9
technologies
10 Stay people-focused

4. Leading Virtual Teams
Be proactive
We often talk of ‘virtual’ teams (VTs) as if they were all of a kind, but each one
has its unique challenges.
 Some have a high level of cultural diversity.
 Others are more homogeneous.
 Some use one primary technology for collaboration, while others use a diverse
mix.
 Some are short-lived, targeted on solving an immediate problem.
 Others are longer-term and strategic.
 Some cross time zones and others none.
By understanding the most likely challenges to occur, you can take proactive measures
and increase team confidence.
Confidence is a building block of virtual team performance.

5. Leading Virtual Teams
Focus on relationships before tasks
Early on, team communications should have a significant ‘getting to know you’
component.
They should also demonstrate enthusiasm and optimism. Members need to feel valued
for who they are, not just what they do. They need to feel engaged and connected.
• Trust is usually built early on virtual teams, or not at all.
• Some observers talk of the ‘virtual paradox’ - virtual teams being highly dependent
on trust, but not operating under conditions supportive of trust-building.
Trust is often built on perceived similarities, but distance makes this process
difficult. Chances for misunderstanding are also increased. Connect and then
collaborate.

6. Leading Virtual Teams
Seek clarity and focus early on
Invest up-front time in clarifying the team’s purpose and roles and
responsibilities.
There is enough uncertainty when working at a distance, it doesn’t need to be added to
by ambiguity and confusion.
• Clear purpose and accountabilities support cohesion.
• Translate purpose and overall accountabilities into specific objectives and tasks so that
everyone knows what is expected, by whom and by when.
Virtual teams are highly susceptible to ‘focus drift’ and fragmentation, so keep
reminding the team of purpose, objectives, etc.

7. Leading Virtual Teams
Create a sense of order and predictability
In a world wanting us to embrace chaos, ‘order’ and ‘predictability‘ might appear
unfashionable.
But they are critical to the success of virtual teams.
Uncertainty creates anxiety, fear and withdrawal. The result is a de-motivated and
unproductive team. Use common team tools, templates and processes.
 Have predetermined times for communicating together
 Check in with team members regularly without trying to micromanage
 Be accessible and an anchor point for the team
Shared expectations are psychological threads connecting separate minds.

8. Leading Virtual Teams
Be a cool-headed, objective problem solver
On virtual teams problems can appear larger than they actually are, people
feeling isolated can lose perspective.
• Small issues, quickly resolved when working face-to-face often fester and spread
paranoia and distrust.
 You should establish yourself as someone who is totally fair, you don’t play
favourites and you don’t overburden some at the expense of others.
 You also need to be pragmatic.
 When there is a problem, you keep calm, you engage the team in finding
practical solutions and you communicate often.
Panic is a virus that breeds exceptionally well in silent, isolated spaces.

9. Leading Virtual Teams
Develop shared operating agreements
To reduce threats of uncertainty and ambiguity, common methods and
processes - operating agreements - need to be established quickly.
These agreements provide the team with shared mental models for working together.
• Typically, operating agreements need to be created in areas such as: planning,
decision making, communicating and coordination.
A Team Charter acts as a common reference point and can help orient new team
members.
Take time during team ‘meetings’ to review how well the operating agreements
are working.

10. Leading Virtual Teams
Give team members personal attention
Just as you would on face to face teams, allocate time to ‘meet’ with individuals.
• Find out how he or she is feeling about things
 Give each person an opportunity to share personal successes, challenges,
needs and wants. It can be difficult to do this in team ‘meetings’ where the
emphasis is on shared tasks and problem solving.
 Empathize with that person who is on the road, working at home, or in a remote
office.
Listening, caring, sympathizing, recognizing - they cost little, but benefit
everyone.

11. Leading Virtual Teams
Respect the challenges of the virtual environment
Respect the challenges of the virtual environment
I once lived on a boat, and I soon learned to respect the power of nature - the winds,
tides, swells, rain, ice, and drought.
I had to pay very close attention to these elements or they could sink me, swamp me, or
ground me.
There is always the temptation to carry over habits from one environment (e.g., land,
face-to-face teamwork) into another (e.g., river, working at a distance).
We must recognize the differences and adapt.
Listening, empathizing, communicating, coordinating, engaging, energizing, and
enabling all need to be enhanced.

12. Leading Virtual Teams
Recognize the limits of available technologies
Unless you really have to, don’t try and do everything via a virtual team.
• Sometimes teams are working on projects so complex that no matter how much video
or teleconferencing time they have, it will not be enough.
• Sometimes it pays dividends to bring people together for a few days.
 Never assume that because you have been designated a ‘virtual’ team, you must
always work in that mode.
 Focus on cost/benefit over the life of the project.
Technology is a tool, and all tools are good for some tasks and not others.

13. Leading Virtual Teams
Stay people-focused
Distance can make faceless abstractions of us all.
• Never lose site of the fact that your virtual team members are people, with all that that
entails - needs for belonging, meaning, accomplishment and recognition; feelings
of frustration, anger, excitement, boredom and alienation, political pressures and
personal pressures.
• Think about those features of your physical workplace that enable teams to work
well together, e.g., formal meeting rooms, informal spaces, the coffee area.
See what you can do to humanize your virtual workplace, e.g., team pictures and
bio’s, bulletin boards, chat areas.

14. Leading Virtual Teams
Virtual teamwork is
only going to increase,
so many of us need to
re-skill ourselves for
leading at a distance.

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help your organization, please contact us at
enquiries@tmaworld.com
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http://www.tmaworld.com/training-
solutions/