Do Your Virtual Teamwork Check ups!

By Michael J Griffin, Founder of ELAvate!

4 minute read

We have all moved to some level of virtual teamwork because of Covid. You, the virtual team leader, may want to do virtual team check-ups using the information in this blog to move your team to higher levels of virtual team performance. Let’s start!

The definition of a High Performance Virtual Team is from the book “The Wisdom of Teams” by Drs. Katzenbach and Smith of Harvard found below. How does your team compare to the seven keys of this definition?

Check-up One: A High Performing (Virtual) Team is:

Small Number of people
with Complementary Skills
who are Equally Committed
to a Common Purpose (Mission)
With Specific Goals
Working Approach (Process)
Members are Mutually Accountable

Y or N
Y or N
Y or N
Y or N
Y or N
Y or N
Y or N

From this definition, determine what are your team gaps and how will you eliminate them to build a great virtual team.

I learned from Dr. Jack Zenger the Four Phases of Team Development that move a team to become a high performing team. Whenever the team members change, the purpose or goals change, or the externals change (like Covid or going virtual), the team can shift to a different team development phase. Ask yourself and your team what phase is your team in and then determine as a team how to move forward to a high performing virtual team.

Check-up Number Two: Where is Your Virtual Team- Team Development Phases

Forming

This is the first phase of team development, when team members are getting to know each other and defining their roles within the group. They are clarifying their mission and purpose, setting goals, and establishing ground rules for working together. The atmosphere can be one of excitement, enthusiasm, concern, anxiety, or a combination of all these emotions. Team members are polite with each other and a bit restrained. Everyone is on his or her best behavior.

Storming

The second phase is called “Storming” because it is often marked by interpersonal conflict. Decisions are being made about what the team should do and what the roles of individuals should be. Team members are asking questions, negotiating tasks, and perhaps challenging the team leader. This can be a creative and productive time because team members are comfortable enough to state their ideas and are open to new solutions. The hazard of this phase is that conflicts can generate anger and team members can become frustrated or disillusioned and even quit.

Norming

In this phase of your team voyage, the sea is calm. The storms of conflict that marked the previous phase have been resolved. Team members have found ways to work together and can concentrate on the tasks at hand. The problem with this phase is that the winds can become a bit too calm for optimal progress. Team members may be so determined to avoid further conflict that they hold back controversial ideas and avoid dealing with delicate situations.

Performing

In the final phase, your team “boat” has the advantages of both a calm sea and a steady breeze. The team has learned to maintain smooth relations and still get the job done. They can deal with conflicts as they arise. They can challenge each other’s ideas without getting personal. They are operating at peak performance and are proud of their success.  At this phase the team can seem to hardly need a leader.

Do a check and determine at what Team Development Phase your team is at. Ask your team and discuss. You might be surprised. Then develop team plans to move towards performing.

The final check up is to review the 17 Indisputable Laws of Teamwork by Dr. John Maxwell. These laws support teamwork and help move a team through the Phases of Team Development. This check-up can be a team exercise where you and your team identify the top 4-5 Indisputable Laws of Teamwork to focus on to motivate team members and drive virtual team performance.  

Check-up Number Three: Identify the 4-5 Laws of Teamwork for the Virtual Team to Collaborate and Perform.

1. The Law of Significance – One Is Too Small a Number to Achieve Greatness
2. The Law of The Big Picture – The Goal Is More Important Than the Role
3. The Law of The Niche – All Players Have a Place where They Add the Most Value
4. The Law of Mount Everest – As the Challenge Escalates, the Need for Teamwork Elevates
5. The Law of The Chain – The Strength of the Team Is Impacted by Its Weakest Link
6. The Law of The Catalyst – Winning Teams Have Players who Make Things Happen
7. The Law of The Compass – Vision Gives Team Members Direction and Confidence
8. The Law of The Bad Apple – Rotten Attitudes Ruin a Team
9. The Law of Countability – Teammates can Count on each Other when It Counts
10. The Law of Scoreboard – The Team Makes Adjustments when It Knows where It Stands
11. The Law of The Price Tag – The Team Fails to Reach Its Potential when It Fail to Pay the Price
12. The Law of The Bench – Great Teams have Great Depth
13. The Law of Identity – Shared Values Define the Team
14. The Law of Communication – Interaction Fuels Action
15. The Law of The Edge – The Difference between Two Equally Talented Teams is Leadership
16. The Law of High Morale – When You’re Winning, Nothing Hurts
17. The Law of Dividends – Investing in the Team Compounds Over Time

Employ these three “team check-ups” to determine where your virtual team is. Then determine with your team what actions, tactics, processes and goals need to be employed to create your own unique “High Performance Virtual Team.”

Remember through Covid, “Virtual Teamwork Makes the Dream Work!”

Michael J Griffin
Founder ELAvate
John Maxwell Team Founder
THT Cross Cultural Team Trainer