Virtual Teams - Working with Remote Teams
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Talk given with the STC Florida chapter, presented virtually on September 20, 2018. Focus on what makes a good, effective virtual team (with remote members). Includes potential challenges and solutions to address them, plus tips and suggestions.
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Virtual Teams - Working with Remote Teams
- 1. Virtual Teams Chapter Meeting - September 20, 2018
- 3. – Todd DeLuca “Can you see me now?”
- 4. – Todd DeLuca “We’re here for a reason.”
- 5. There’s room for improvement There are holes in how virtual teams work and communicate. Don’t suffer from trypophobia.
- 6. Remote Team Success Communicate Intentionally Share Actively Trust (but verify) Support & Accept
- 7. – Todd DeLuca “That makes sense.”
- 8. Do I know you? Tell us something: Name Favorite Sports Team Where you grew up
- 9. Challenges - Part I Trust Visibility Relationship
- 10. Challenges - Part II Culture Understanding Responsibility
- 11. – Todd DeLuca “Sound Familiar?”
- 12. What’s your story? Describe a challenging situation or instance you’ve faced as a remote team member?
- 13. Solutions - Part I Partnership Availability Selectivity Intention
- 14. Solutions - Part II Connecting Contacting Contributing
- 15. – Todd DeLuca “Not too hard, right?”
- 16. What’d I miss? What tips or suggestions have you found useful to connect with or improve relationships with team members?
- 17. In Summary Contribute and Communicate Be proactive! Follow the Golden Rule
Editor's Notes
- So why am I here talking about this subject? I’ve been a virtual worker/employee/manager since 2010, with the past five years being completely remote full time. With STC, I’ve participated with and managed volunteer teams as well. This includes organizing and working with volunteers locally and across the country. Along the way I’ve learned some lessons on how to successfully navigate and perform as a member of virtual team.
- Interesting story. Since 2014, I’ve only met people from my company in person only once (this past June). That includes my current manager and the team I’ve managed since 2013. I’ve had 2 managers for over a year each that I never met, and don’t even know what they look like! It’s not what I recommend, but it speaks to the virtual culture that my company has.
- Most companies and organizations have not adapted or implemented effective systems or methodologies to properly support virtual teams. There’s room for improvement!
- What does a successful virtual team look like? (audience description) What do successful they do differently? Communicate Intentionally - hierarchy of communication (what to communicate, when and how, method and frequency) - use different systems for different types of correspondence - example, IM for quick questions, chat for conversation, email for longer messages or official notices/reports Share Actively don’t hoard or withhold information or knowledge don’t wait to be asked a question let others know what they’re doing or working on (keep people informed) Trust Team Members - establish a personal relationship with co-workers (build trust) - work towards same goals (are on same page) bring up questions and issues quickly (don’t sit on things) follow up or nag when necessary (not getting timely response) Support & Accept provide and accept helpful feedback and other ideas be open to critique and suggestions (chance to get better) - go along with team decisions (don’t gripe or disagree publically)
- Tell me more…
- Not just yet. Let’s introduce and get to know a few people in this session virtually for a moment. I’m thinking of a number between 2 and 4. Any guesses? Tell us your name, favorite sports team (any sport), and where you grew up.
- Trust: Who’s got my back? It’s hard to know if anybody is paying attention. Is anybody listening? no response, distracted people Symptom: leads to self-doubt, anxiety Understand: it’s not personal, people are busy, have same issue Visibility: Do I know you? Don’t know what’s going on at office or with co-workers (and vice versa) - Remember me? - Not visible to other teams or departments - Can we talk? - Hard getting casual ‘face’ time (no cube-dropping) - Can you believe what happened? - Getting personal (no water cooler or cafeteria) Relationship: Hi, my name is … It’s difficult to get to know others you don’t meet in person. - What do you do? - Learn who’s who? (who are the experts, decision makers, etc.) What are you working on? How can I help? (favors and assists go a long way)
- Culture: Oops, I didn’t realize There’s no handbook for that. - Learning company norms (communication methods, punctuality, working hours, availability, meeting etiquette, etc.) Consider coworker background Culture (direct vs. indirect, formality, language, dress, … ) Personality (approachability, communication preferences, …) Understanding: Know what I mean? Not sure if people are getting the full story or picture. What are you trying to say? (intent, tone, takeaways) Are you informing or asking? What do you need from recipient? (be specific) - Follow up or ask if you need confirmation or information right away (don’t be wishy washy) Responsibility: You got this, right? Often unclear who is responsible (if anybody is). Difficult finding volunteers or partners. Know who to ask (find the right person/team).
- We all likely have some helpful examples to share, so I’d like to have the group briefly mention a few. Quickly, how did you handle the problem? Don’t forget to introduce yourself (name and city/town where you live now).
- Partnership: Hello, my name is … (Establish Relationships) - partner with a veteran (show the ropes, explain culture and norms, who to approach/avoid, etc.) - introduce yourself to other groups (establish rapport) and let them know what you need or how you can help - get invited to meetings that you need to attend (to get what you need to do your job) Availability: Why don’t you stop by? Come on over - establish office hours (available for live conversation) schedule virtual coffee breaks (individual) and happy hours (group) > try to use video let others know you’re approachable (when and how) Selectivity: Write once, edit twice (Communicate Selectively & Intentionally) don’t share everything don’t hit send when excited or emotional (20 minute rule) be precise and specific in correspondence (cut to the chase, get to the point) - put questions or requests upfront (first couple of lines) - be specific when requesting something (what you need, when you need it) - provide the ‘why’ it’s important, when necessary (to meet deadline, client demand, or boss request) Intention: Consider the medium and audience - be selective and delineate communication (use the correct channels) - quick messages, questions, updates (discussion board or Slack) - individual message or longer question (email directly, selective CC) - extended updates (intranet, SharePoint, OneNote, etc.) - use simple language (especially for ESL) - avoid colloquialisms, abbreviations,
- Connect: Don’t Wait for Others (Grab Baton) - don’t be a Potzi (sit on it) and waste time, bring up issues or roadblocks to team member or manager - be a regular contributor (don’t go dark or wait for an invitation) Contact: We need to talk (Maintain Regular Contact) - schedule regular 1:1 meeting with manager (time to share status, discuss issues, set priorities, …) - follow up and don’t take non-responsiveness personally (people are busy and distracted) Contribute: Sharing information and knowledge - tips, lessons learned, who’s who, FAQ - Is there a system to make it easy to share?
- Actually, it can be difficult depending on your organization environment, technology, culture, etc. Key is that you have to individually take accountability and action to improve remote team ‘work’ if you want to make a difference (don’t waste time hoping others will turn around). It often just takes somebody to make that first step (extend a hand, ask a question, send an invitation).
- I’d like to hear a few other suggestions. Don’t forget to introduce yourself (name and favorite candy).
- A good team is a good team (virtual or not, standards are same). And it starts with you. - Be visible and available to others - Respond (to questions and requests) - Understand the company culture and norms - Get to know your colleagues (make it a bit personal) - Be considerate (of culture, personality, time zone, schedule, deadlines, …) - Report regularly (what’s going on, what you’re working on, …) - Contribute (answer questions, share knowledge, …) - Trust the team (ask for help, give space for others to contribute, offer sparing suggestions)