2022 needs to be the year virtual leadership gets better. Here are 5 ways to make it happen

• Threats to team commitment and trust. Building team commitment, trust, and mutual support virtually, is challenging. By focusing on relationship-focused activities, leaders promote a collective sense of purpose and a positive environment.
• Feelings of isolation. Virtual work increases feelings of isolation. This makes it more important to be supportive and address team members’ concerns.
• Benefits of autonomy. Virtual work bestows autonomy, and employees appreciate choosing when, where, and how to complete their work. This increases motivation and well-being.

Accept that micromanagement isn’t possible as a virtual leader. Delegate to team members and empower them to manage their own performance.

Studies show that team leaders fear becoming dispensable and underestimate team members’ ability to lead when necessary. This hinders virtual team effectiveness. Delegation signals that you trust team members’ competence, which promotes stronger relationships and inspires confidence.

Team members need to know that you care about their well-being and are there to support them. So, check in regularly and encourage team members to keep everyone informed of their activities and any challenges.

This fosters an environment of trust, commitment, and strong team identity. The goal is to send a message that you want to help but aren’t micromanaging.

Ethics and collaboration aside, evaluate employees on the outcomes of their work rather than how, when, and from where they produce those outcomes.

Remember that employees value the autonomy working virtually provides because it gives them enormous flexibility to balance their personal and professional lives. Trust your team to work in their preferred way—so long as they achieve desired results.

Creating space for team members to speak up and is even more critical in virtual environments where people offer feedback less readily.

But, it may not happen unless leaders make a special effort to solicit feedback, surround themselves with people who keep them honest, and reward this behaviour.

Leaders must give up on their desire to control. If letting go is difficult, take time to self-reflect. Why micromanage and smother employees? Why keep checking if team members are connected?

Employees know when leaders are checking in out of genuine concern and when they are using that check-in as a means of control.