Devtrix

Leading a virtual team can be a truly unique and interesting experience in the world of management, as it can be very easy to overlook, but it can also be a very rewarding experience. Looking at the problem, it may seem fairly simple; it just consists of skilled workers, a variety of virtual tools, and a set of common objectives. However, because of the nature of remote work, issues will show up in unexpected areas; for instance, the quality of messages, accountability issues, and weaknesses in team cohesion will become more pronounced and can take a long time to remedy, even months.

Managers at high-functioning digital workspaces do not leave these areas to chance; they work to create a plan. For example, they will create work-focused team time and plan for a structure and strategy for virtual team time management in the areas of workplace communication, company culture, and employee recognition. We will look at these ideas more closely.

Step 1: Start with the more systems-focused ideas.

In a brick and mortar office building, communication is simple and organic; the opposite is true in a digital workplace environment, and team communication must be more structured and planned.

Set communication guidelines outlining expectations for response times; length of time communication is kept via chat versus in person; and the preferred platform for work chats (i.e., Slack, company email, Google Meet/video, etc.) to streamline work and create efficiency.

Communicating via video is crucial. Video makes it easy to feel the tone and intent of your message. It makes communications feel warmer. Regular video calls should be part of your work routine and not be reserved for problems.

Step 2: Make Work and Time Visible

There is a concern with remote work: “Is work actually getting done?”

The best way to answer that question is to make work visible. Controlio is a tool that tracks how time is spent across tasks and projects. When people see how time is spent, work is visible. It is not spying.

When time visibility is transparent to all:

• High-performing team members receive recognition.
• Workload and time management Issues are identified.
• Work early is visible.

When transparency of work is coupled with clear expectations for work output, it creates a team that is accountable with minimal management.

Step 3: Set Clear Goals (Not Just Deadlines)

In remote work environments, confusion is wasteful and expensive. When work is unclear, it could take hours or days to resolve.

You must make it clear:

• What must be done?
• Why it is important.
• What requires effort to produce a good outcome.

When people understand the big picture, they are able to exercise discretion.

Keep it that way by measuring or tracking progress. It helps managers as well as the team members to align without the need for constant oversight.

Step 4: Intentionally Creating a Culture of Bonding in Your Team

In an office environment, bonding occurs organically. Remote teams are different, so that type of bonding needs to be created.

No one is suggesting that you go out of your way to create a “fun” environment. Just think of the little things:

• Start each meeting with a personal story to share.
• Create an out-of-work group chat.
• Rotate meeting leaders.

These little things help people create an office community.

Celebrating success is critical because remote employees just aren’t as visible.

• Use a lot of public praise.
• Send private praise messages.
• Celebrate the little things.

Team culture is created from a set of little things that are done over a sustained period of time.

Step 5: Overwork and Burnout

Remote work allows people to be overly flexible, but this does come with a lot of downsides. Without defined personal boundaries, people can

• Start their work day much earlier than that.
• Extend their work day and work much longer than that.
• Work hours that are not defined as “work” hours are still considered work hours.

This can and often does create a situation where people are driven to burnout.

As a manager, this is where you need to establish a culture of defined working hours. It is critical to encourage time off and breaks and avoid an “always-on” culture.

An exhausted team will not perform as well as a well-rested team.

What is the most important thing in managing a remote team?

It’s clarity.

Goals, roles, and the communications in a remote team are critical to success. With remote teams, it’s often the little things that seem trivial to one but are a small inconvenience to one that can lead to large issues if not addressed upfront.

Q: How do you gain trust in remote situations?

Trust is gained from consistency. If you do what you say you will do, respond when you say you will respond, and fairly treat people, trust will follow. In addition, trust can be obtained through transparent work tracking.

Q: How do you think managers should approach poor performance?

Address it early, and be sure to bring real data to support your claims, as waiting too long may be detrimental to your case. Do not create vague feedback, and instead, be very specific in what you say (relate it to tasks and results within a specific timeframe). In addition to performance, consider whether the issue is with the workload, a lack of clarity, or a lack of support.

Final Thought

Managing a remote team is not about managing distance. It is about managing the right systems.

• If there is poor communication, improve the system.
• If there is a lack of accountability, then there needs to be improved transparency.
• If the culture is poor, create more opportunities for people to engage with one another.
• If there is a consistent risk of burnout, create a system to help people disengage.
• When done right, remote work systems can create a high-performance culture.