"Virtual" doesn't have to mean second best. Your remote team can outrun traditional ones. - Deepstash

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"Virtual" doesn't have to mean second best. Your remote team can outrun traditional ones.

https://www.fastcompany.com/90484416/virtual-doesnt-have-to-mean-second-best-your-remote-team-can-outrun-traditional-ones

fastcompany.com

"Virtual" doesn't have to mean second best. Your remote team can outrun traditional ones.
Over the course of the last three weeks, as corporate America has made the transition from meetings in conference rooms and common spaces to Zoom calls and other online sessions, I'm struck by the number of confident, competent executives who've confessed to me that they're struggling to lead teams in the virtual world.

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Before remote rebooting your team

... consider:

  • More than 70% of leaders say their teams do not collaborate on their most important business problems, and 70% say their teams are conflict avoidant.
  • 2 in 5 leaders believe that members of their team have developed caring, trusting, or supportive relationships with one another.
  • 1 in 5 leaders believes that their teams are reaching their full potential.
And the move to remote work (especially in a global pandemic context) will likely make a bad situation worse if you don't take action.

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Strong virtual teams

  • Virtual and traditional teams can only succeed if all the members of the team feel like they can be candid.
  • Everyone on the team needs to be accountable, not only to results and to their superior, but to each other.
  • They proactively foster strong relationships (caring, trusting, supportive generous) among members.
  • Teams thrive when they have ambitious goals that have been collaboratively created and jointly owned.

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Creating a new culture

Creating a new culture

Leaders and team members can make a virtue of this global situation and new world of work: you have an opportunity to introduce a totally new meeting culture, one that values candor and accountability.
It's not going to be easy, given the uncertainty we face. But now more than ever is important to work together.

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The good side of remote

  • Remote work allows us to work with greater flexibility.
  • Remote workers report higher levels of workplace satisfaction.
  • Virtual teams allow us to be more diverse and inclusive.
  • Remote teams outperform collocated ones: A BCG study of 80 software teams found that virtual teams outperform “in real life” counterparts.

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Statistics On Remote Workers

  • Loneliness was reported as the biggest downside for 21% of remote employees, and one of the reasons that makes them more likely to quit.
  • Most remote managers say they’d be more inclined to stay if they had more friends at work.
  • Individuals who have 15 minutes to socialize with colleagues have a 20% increase in performance over their peers who don't.
  • Positive social relationships are correlated with better life expectancy.

Dynamic Icebreakers

If your icebreaker questions are intriguing, cheeky, humorous – the answers you receive will be, too.

Many remote teams will kick off their weekly meeting with an icebreaker question or insert it during their morning stand-up meeting. Even more popular is asking a series of icebreaker questions during the onboarding process when hiring someone.

22% of Americans work from home

.... while nearly 50% are involved with remote or virtual team work.

This continuing shift calls for a new range of behaviors and skills.

Communication challenges for remote teams

  • Body language. Even when we share the same space, the tone of a text or of an email is left wide open to interpretation and can generate anxiety.
  • The delay between our messages can often postpone or hide emotional reactions to our comments. Lacking an immediate response, we can become distracted, second-guess ourselves, or even grow frustrated with our teams.

3 types of distance in remote teams

  • Physical (place and time)
  • Operational (team size, bandwidth and skill levels)
  • Affinity (values, trust, and interdependency).

The best way for managers to drive team performance is by focusing on reducing affinity distance.