With all the focus on how to lead virtual teams, one troubling constraint seems to dominate and cause distance work groups to implode. Could your virtual leadership style be contributing to this problem?
Bridging the gap between team members with everyone in different locations can be a logistical, emotional and project management challenge. But of all the problems that can arise, one seems to rise to the top – way above all the others.
This problem is one that you’ve probably been chewing on for some time. How can you find out what your team members are REALLY thinking?
Should you be more accessible so people will tell you what’s on your mind? Or should you set stricter boundaries so team members become self-reliant?
During virtual meetings you get some information – but is it enough?Yes, during your team conferences it’s easy to get individual input. With instant messaging participants communicate directly to you. And polling options most online services provide are another great tool for a ’show of hands.’
But nothing comes even close to the gut feelings staff members share at the water cooler, in the restroom or after work, over a glass of wine.
So, what can you do to get the low-down and keep in touch with how your team is really feeling? If you don’t, you know your team results will lag in obvious and dangerous ways. Your urgent deadlines could be overshot, projects can expand in scope and budgets never get met. It’s a nightmare waiting to happen.
How to take a team pulse check
One of the fastest ways to get a pulse on the hot buttons, tough issues, and true perspectives of your team is to make yourself available.
The most successful managers and leaders invite input – both privately and publicly. Some employees will speak up in a group setting. Others will prefer the confidentiality and privacy of meeting with you in your ‘office hours.’
Whichever route individuals take, everyone on the team will appreciate knowing that your ‘door is always open.’ And that takes patience, practice and a persistent commitment on your part.
If you say you want feedback, you better mean it. You can expect impromptu meetings to come at the oddest and sometimes most challenging times. When your husband or wife is waiting for you to pick up take-out on the way home. When your kids need to be picked up from soccer practice. And when you are heading out the door for that desperately needed run you want to take – to clear your brain.
When you commit to being an accessible leader of your virtual team, it helps to follow these strategies:
Tip 1 – Define office hours. Be available for ‘drop ins’ as well as scheduled appointments.
Tip 2 – Vary your office hours to be equally accessible to team members in different time zones. It’s no fair if you’re only in your office at times that are suited only for one time zone.
Tip 3 – Keep your agreements to confidentiality. If you break your promise with one team member, no one else will trust you. Critical issues will escalate because people are unwilling to come forward.
Balance availability with structure. Keep your focus on helping your team become self-directed and self-managing. Organize your time with team members to listen to problems and guide them to solve their own problems.
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