By Sally Vickers I'm someone that likes to do research. Doing research is how I solve problems and make decisions. That's probably why I love my computer. At one point in my past, I even had thoughts of being a librarian. Maybe that's not your style of solving problems, but I bet that you have Googled something today. They tell us that this is the Information Age because we can find the answer to just about anything on the Internet. But, check out the "How To Guides" of entrepreneur magazines online and you will find little on how to manage virtual teams. Most of the information on developing winning teams is focused on the team in the office. Or they just assume that the same guidelines apply whether you can see the team or not. Some of the information and research on the office team is well needed when working with virtual teams, but more information is needed. Some of these "Virtual Team Myths" may even strike a cord with you or a manager that you know: Virtual team members (especially teleworkers) can't be trusted. I can't manage, coach, or mentor what I can't see. I'll never be able to learn all of that technology. Virtual team members can't be left alone because they're self-directed. Sending my employees home will not save me money. Building trust is relatively unimportant in a virtual environment. In my recent article, I addressed the manager's problem of not trusting employees that they can not see in the office. If you can't trust the employee away, what makes you think that you can trust them on site? Just because you can see the employee doesn't mean that the employee is working. It's a myth to think that you can't manage, coach, or mentor what you can't see. With the right tools, reports, and structure you can. I think that the key word here is "structure", and this is what most managers lack when it comes to working with virtual employees and teams. The structure should include setting short term goals, shared responsibility, weekly reporting, and measurable results. The technology might seem overwhelming, but you can always ask your nine year old to answer your questions. The point here is that you are hiring the younger generation and they know technology. Plus, there are simple collaborative tools such as instant messaging (IM) that can be incorporated into your company systems. Web conferencing is sold by Microsoft and IBM, and these companies also offer teamware that creates virtual workspaces for project groups. We'll talk more about what software and systems are out there to help virtual teams in my next installment. Some virtual team members may be self-directed, but one of the major problems of working away from the office is the feeling of isolation. The company goals and culture need to be reinforced daily with your virtual employees to make them feel like part of the bigger team. This could be more than just stating goals and steps to reach those goals, but also team paraphernalia printed with the team motto to put on their desk at home. How much does your company spend in rent and overhead operation costs every year? By sending your employees home to work, you can save some of those infrastructure costs. The employee would also be saving the cost of commuting. It may depend on your industry how many employees you can send home, but in today's economy, it could be the 'Green" thing to do for your bottom-line. Building trust among your virtual team players is one of the most important traits to develop in a virtual environment. The glue that holds a virtual team together and makes it work is the trusting, honest, and open relationships. Basic ways to develop that trust in your virtual teams include: Beginning their interactions with a series of social messages introducing themselves and providing some personal background before focusing on the work at hand. Talk about the weather, about how your day is going, and about your children. This all makes the person that you are not face to face with actually seem like a human being. Having clear roles defined for each team member. Depending on your team you could have these roles rotate on a regular basis. Assigning each member a particular task enables all of them to identify with each other, forging a foundation of trust, knowing that the other member will do what he has said that he would do. Keeping the interaction with team members enthusiastic, upbeat and eager to work with each other. In my next article, I will discuss tools and skills to create a virtual team that works. |
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