Leading a virtual team or employees who are geographically dispersed can be challenging. In our extensive research, we found that more than 25% of virtual teams are not fully performing, and 33% of teams rate their virtual leaders as less than effective. Making the current situation even more difficult for many leaders is that employees are scattered across different geographic areas and have little face-to-face contact with one another, information and priorities are constantly shifting, and there is little time to address individual needs.
Leading virtually is still leadership. Effective leadership remains the best predictor of success and long-term organizational viability, and this was true even before the emergence of the pandemic crisis. Effective leaders are “impact-multipliers,” who work through people, teams and organizations and rely on attributes such as self-awareness, empathy, humility, agility and resilience, even as some of the demands of leading virtually are different.
Our research identifies what differentiates top-performing virtual teams and the most effective virtual leaders. The insights from our global research highlight immediate opportunities for leaders to act in a virtual environment. Here are five lessons learned about leading from a distance from our work with successful virtual leaders.
1. No Trust, No Team
Trust is a crucial factor for effective collaboration on any team. Effective virtual leaders look for new ways to infuse team spirit and trust into their teams, helping to boost cooperation.
2. Create a High-Touch Environment
Collaborative software and videoconferencing platforms can help employees interact with one another regularly, encouraging collaboration and relationship-building.
3. Conduct Effective V-Meetings
In the absence of regular face-to-face contact, holding frequent virtual meetings becomes increasingly important to keep everyone on the team informed and aligned.
4. Empower and Motivate Team Members
People are often expected to work more independently in virtual teams. Effective virtual leaders set up a system to monitor progress and follow up frequently but avoid micromanaging.
5. Soft Skills Are Essential
Soft skills, such as empathy, humility and self-awareness, are particularly important for virtual leaders, as they must work to maintain frequent communication among members, inspire people to achieve goals and manage conflict.
Leadership matters more than ever in uncertain times. Our research into what differentiates top-performing virtual teams and the most effective virtual leaders underscores the importance of these soft skills and highlights ways leaders can build trust, encourage collaboration, conduct effective meetings, and empower and motivate employees in this new, more virtual work world.
Source: Adapted from an article by Darleen DeRosa, PhD, consultant, Spencer Stuart, Stamford, Conn. Spencerstuart.com.