Managing virtual teams is a challenge you can overcome?
When the coronavirus pandemic struck in February, many effective leaders were forced to lead their teams remotely using video conferencing as their main communication tool. What surprised some of these leaders is the level of cohesion and productivity their teams exhibited during this transition to a work-from-home-environment. Now, as we approach the nine-month mark of what most of us thought would be a short-term situation, we are starting to see cracks in teamwork.
It isn’t surprising, really. Initially, many organizations were operating in crisis mode. And during a crisis, people often pull together toward a common purpose. However, as the situation has dragged on, the sense of urgency has lessened, the purpose has blurred, and team members are experiencing fatigue. Leading has turned into a daily struggle to maintain a high-performing team and communicate a sense of purpose and direction. As Dr. Mark Scullard, Director of Research for Wiley Workplace Solutions, put it, “We initially approached this as a sprint, and now it has turned into a marathon.”
While the technology continues to be an effective tool for dealing with this new world of mediated communication, it is not a silver bullet. Managing a team is difficult. Managing a team remotely is even harder. From miscommunication and a lack of accountability to a lack of buy-in and trust, managing virtual teams requires intentionality and a slightly different skill set to maintain effectiveness.
If you notice overall productivity and teamwork issues since you’ve moved online and wanted your virtual team to function more cohesively. In that case, the solution may rest in the model popularized in Patrick Lencioni’s book, “The Five Dysfunctions of a Team,” and the latest incarnation, “Five Behaviors® for Virtual Teams.”
About the Five Behaviors® for Virtual Teams
Lencioni suggests that given the current situation and even without the benefits of in-person communication, you should urge your colleagues to express their opinions, utilize cameras during regular team meetings, and frequently hold brainstorming sessions online. He also advocates “virtual co-working,” where team members work independently while keeping the video conference platform open – allowing for collaboration spontaneity. The goal of which is to maintain a culture of teamwork. This objective requires a different approach that helps you develop a high-performing virtual team that consistently achieves its goals while creating better teammates.
Technology alone is not the answer. Let us help you build a culture of teamwork.
When regular face-to-face communication is not available, teams have the challenge of finding new ways to build trust, engage in productive conflict, and hold each other accountable. This is where The Five Behaviors for Virtual Teams is essential to addressing trust, conflict, commitment, accountability, and results.
Our goal is to help you overcome the challenges faced by today’s online workforce. Start by contacting us to see how the Five Behaviors model can help you meet this challenge. We use a proven method of assessments and personalized training sessions to help you become a better “virtual leader” and create a culture of teamwork
As a bonus, if you contact us to schedule a session for your team and have team members complete a Five Behaviors Personal Development assessment before Friday, November 27, you’ll gain access to a personalized, recorded training session from Lencioni and Wiley’s Scullard. For more information about The Five Behaviors® for Virtual Teams program and how we can help you meet the challenges you face in developing a culture of teamwork remotely, contact me at 972-701-9311 or shoot me an email at email@example.com. Let’s get your team back to its full potential!
TAGGED : building a strong team, cohesive team, effective leader, high-performing teams, leadership, leadership best practices, virtual team