Leading Virtually
Teams made up of unseen people dispersed among different parts of the world is a common reality in business today.
The benefits of virtual teams are rapidly being recognised as globalization and technology advances makes it convenient and appealing to both employees and organisations. While traditional leadership skills still applies, leading virtually requires a broader skill set to productively span demographic and geographic boundaries.
Based on our partner AchieveGlobal’s research and framework, effective virtual leadership relies on two key elements—group cohesion and individual commitment. As a cohesive group, the productive virtual team works together to meet the common goals of their organization. At the same time, each team member feels valued as unique individuals and are committed to perform their best and excel beyond expectations.
To improve the virtual team cohesion and performance of individuals, it is important that leaders recognize and support three psychological needs—competence, relatedness, and autonomy.
Competence
Feeling valued as knowledgeable, skilled, and experienced
Relatedness
Collaborating with colleagues and co-workers
Autonomy
Exercising self-regulation within guidelines to achieve business goals
Effective virtual leaders create the conditions that allow team members to satisfy these needs. Doing so optimizes an employee’s internal motivation which is especially crucial in virtual teams. The outcome of internal motivation is sustained performance over time.
Creating the conditions to meet each team member’s needs is more difficult with a dispersed workforce. Virtual leaders may implement these tactics to aid in their success:
Group Cohesion
- Build a shared picture of success to positively impact virtual team productivity.
- Help team members recognize how the work matters—that it leads to meaningful outcomes.
- Set expectations that encourage inclusion and responsibility.
Individual Commitment
- Provide opportunities for success.
- Take the initiative to communicate often.
- Empower the group and individuals.
The basic principle is to make the virtual team tangible to the leader and to each other.
In response to the increasing needs of virtual leaders, Leading Virtually: A Framework for Results™ program has been developed to enhance leadership skills that will maximize the performance of dispersed work groups.
Leading virtually does require a greater effort, but as virtual leaders begin to provide the structures, processes and engagement to overcome the few difficulties, they will yield a greater positive impact on their team performance.
Download The Invisible Workforce (Quick Read) for more information on leading a team you cannot see.
