20.07.2020 Gabriele Strasser 8918

Virtual teams: Successful leadership from the home office

Scattered teams across cities or continents, working from home: how do you lead virtual teams? What is different? And what new skills and challenges does remote work pose for managers?

Tips on how to successfully lead virtual teams as a manager.

1. virtual teams: definition

Virtual teams means managing a team remotely or at a distance. These can be teams that work together across national or location boundaries, but also teams in which employees work mainly or partially from home. Communication in virtual teams mainly takes place via digital media and tools.

2. challenges of virtual collaboration

2.1 Virtual team leadership: leadership at a distance requires proximity

Virtual team leadership puts many a manager to the test. Those who have previously cultivated a relationship-oriented management style find it comparatively easy. With a hierarchical management culture, the changeover is a big one, but here too, many managers are surprised at how well it works.

People need long-term closeness, solidarity, security and cohesion. If you feel well integrated into your team, your work will be easier.

Virtual leadership therefore requires a management style that focuses on closeness despite distance.

Two aspects are particularly important here:

1. the focus should be on the results

Pay attention to whether your employees complete their tasks - and not whether and for how long they sit at their desks.

2. the manager should see themselves as a coach and role model

Work with your team as equals. It can also help to ask: "What are your needs, what do you expect from me as a manager?". Talk to your entire team, but also with individual employees regularly in one-on-one meetings.

Communication at eye level: Virtual leadership requires a management style that focuses on closeness despite distance.

2.2 Virtual teamwork: trust is the be-all and end-all

When it comes to working from home, we (still) live in a two-tier society. For some companies, it is a matter of course, while in others, managers have major reservations. "How do I make sure that my employees really work?" is a common question.

Leading virtual teams has a lot to do with letting go. The most important ingredient for leading virtual teams is trust instead of control.

The results are more important than the time worked. Many studies also show that most employees work more from home than in the office.

As a manager, create a culture of trust.

You can:

1. Create structures for exchange, e.g. through regular meetings/feedback discussions with the team via video or telephone.
    
2. Assign tasks precisely and set clear, short-term goals . These quickly show whether employees are making progress.
    
3. Promote employee responsibility and autonomy in the organization of work.
    
4. Involve and motivate the team.
    

2.3 Virtual team building: Better to communicate too much than too little

In the office, communication happens by itself. You bump into each other in the corridor, pop in to see a colleague. Communication is more important than ever to prevent everyone from working in isolation at home.

Create a structure that gives the team the opportunity for formal and informal exchanges. Especially in these uncertain times, the motto is: it is better to communicate too much than too little.

Recommended for communication in virtual teams, for example:

• A daily stand-up, i.e. a daily team meeting at the start of work. Just 15 minutes is enough for this.
   
• Status quo: Team members can share their knowledge, communicate results and let others know when there are difficulties or obstacles. If everyone - even the more quiet employees - gets their part, everyone makes better progress and builds up motivation.
   
• Personal matters: Informal elements have a firm place in this exchange. It's not just about asking about the status quo. Ask the individual people how they are doing. For bilateral agreements, personal discussions, for example by telephone, should take precedence over emails. This reduces the potential for conflict and is particularly advisable if you need to support insecure employees more closely.

2.4 Virtual team rules: What rules do virtual teams need?

Home office is more than simply transferring office work to the living room. Is nothing important lost? Does everyone know who is responsible for what?

That's why clear rules are needed. It is best to discuss with your team which agreements you want to make and adhere to.

Topics could be, for example

1. Start of work, end of work & core working hours: When should all employees be available?
    
2. Breaks and substitution rules: Regulations on the form in which team members sign out for breaks, for example, as well as clear substitution regulations.
    
3. Response times for emails, chat & messages: And finally, the response times to emails or chat messages.
    
4. Well-maintained team calendars: A well-maintained team calendar and tidy telephone lists provide the necessary overview.

3. how virtual leadership succeeds: Summary

1. Show trust in your employees
2. Encourage exchange within the team
3. Establish a results-oriented management style
4. Be there for your employees and clearly signal when you are available
5. Show a willingness to learn, also from a technical point of view

You may also be interested in these articles:

Remote leadership: Is the age of a new leader dawning?

Back to office: "The old normal no longer exists"

Interview: How leadership succeeds in times of crisis

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