Preparing for Isolation: How to Build Strong Culture with Virtual Teams
/I don’t consider myself an alarmist, but the Coronavirus has been a wake-up call for many of us. A friend in South Korea recently described the cabin fever she and her family experienced after a mere ten days of being cooped up indoors. The same cooking. Lack of outdoor exercise. Hands raw from obsessive washing. Feeling disconnected from friends, neighbors and the community. She articulated a mix of being worn down and stir crazy, while struggling with mounting anxiety and potential over-reaction: it was clearly taking its toll.
Depending on how this virus progresses globally, we may all eventually experience this isolation and confinement. The best thing we can do is prepare for its physical, emotional and psychological impacts. I’m a big believer in the benefits of mental practice and conditioning. Before we’re in triage mode, let’s rationally think through what we might all experience under these conditions.
Some companies today have 100% virtual workforces. Gallup’s 2016 survey showed 43% of employees worked outside of the office at least part of the time. I have had virtual team members under my leadership for over a decade. Once a strong advocate for in person collaboration, I have come to recognize that virtual teams can build similar strong bonds, rapport, team chemistry and speed to business results. But it takes some deliberate planning.
1. Video, video, video. At least once per week, insist that the entire team see each other on screen through a video platform. Some may be camera shy or self-conscious about inviting their colleagues into their home office. Now is not the time to worry about appearance. Observing your colleague’s body language and facial expressions helps cement a human relationship. It’s also an effective technique to avoid the human impulse to multitask on conference calls.
2. Be vulnerable. When we work virtually, we miss moments in the hallway to connect over a professional challenge, celebrate a small win, or commiserate over a shared disappointment. Authentically opening up with virtual colleagues – perhaps even more than you would have in person – creates a meaningful connection and shared experience.
3. Embrace technology tools. At my last company we shared tracking tools like Smartsheet and Microsoft Teams to quickly collaborate over workstreams. This help with the small stuff (what’s your vote for our new project logo and tagline?) to the large/complex (let’s breakdown the 40 action items leading up to our next leadership program). Try to keep the platforms limited; otherwise, redundancies and inefficiencies creep in.
4. Drive accountability – but don’t micromanage. One of my early concerns about having remote workers was the fear that work wouldn’t get done at the same speed or quality as work performed in person. After reflection, I recognize I feared losing control. This is a false narrative. Remote workers can be just as accountable, but the expectations need to be clearly expressed and documented. Rather than micromanage to control, the opposite is more effective. By trusting in a team member’s capabilities and good judgment, while co-building a shared commitment to results, virtual teams can thrive.
5. Make time to creatively collaborate. Remote teams can experience virtual whiteboarding sessions. They can brainstorm and contribute in meaningful ways. It must be intentional, though, lest a virtual team becomes a collection of operators responding to a task master. A distributed team can have distinct advantages: environments are diverse and personal. New inspiration can be found in custom-curated remote workplaces.
6. Over communicate. For those who are newer to or don’t prefer working remotely, a virtual arrangement can feel isolating or marginalizing. Keeping the communication flowing is essential. Explore “buddy systems” so colleagues have dedicated points of contact for information. Keep tabs on emotional well-being and mental health, and share available resources often.
I don’t know the likelihood of the Coronavirus influencing all of our workplaces in the near-term. But anticipating how one can continue to drive creative, positive work culture with virtual teams feels like a necessary part of our collective workforce planning process. Let the isolation fuel new ways of tapping into our uniquely creative experiences – to then safely share with the world.