You’re now running a virtual team…are you establishing a sense of community?

In 2001 I had to change the way I led and managed. I had been appointed to a role that covered Asia, Pacific and the Middle East. Initially I was living in Melbourne, but soon moved to Singapore for a more central role. I had never managed diverse geographies, and nothing had prepared me for the new challenge. Typically, I was a “high touch” leader - I loved seeing, speaking and engaging with my team face to face, both individually and collectively. This had to change, and I had to change.

What did I learn that might be helpful for the current crisis we have and the demands of being a virtual leader? I soon realized there are four basics, and then I learnt a fifth and most important skill a virtual leader must embrace. The four basic aspects I learnt:

1. Clarity - people need absolute clarity on what is expected of them and the priorities that are set. With clarity they can meet and exceed expectations for you and themselves.

2. Communication – use every channel and do it often, as much as possible by video as face to face is infinitely more valuable and email is the least valuable.

3. Managing the group calls – you need to ensure there is inclusivity amongst the diverse personalities of your team, get everyone engaged and get feedback on how the calls are working from your team.

4. Recognition and appreciation - ensure you are expressing sincere recognition and appreciation both privately and publicly on regularly in the virtual world.

And the fifth and absolutely most critical:

5. The importance of Community

This is the most important of all my learning. If I learnt one thing about virtual working, it is how isolated a team member can feel. Set time aside for the team to have engagement – a virtual after work drink session, a dress up day, a collective yoga session, a time to tell a story, run a trivia evening. Some people have more in depth and greater personal challenges at home. It maybe relationship breakdowns, children, financial pressures. You may even need to seek outside help for a team member in these circumstances. It is hard to know in the best of times and even harder to know in a virtual environment. Each person needs a buddy, and your role is challenged to ensure you understand each team member and can support them across the virtual environment. Everyone needs to help each other. Encourage the team to have their time to interact with one another during the day, and you as a leader must also look after your mental health. It is also essential you support people building a work-life awareness – supporting them in these times is essential.  If you can build a sense of community in your virtual team, you will have provided the best environment for you and your team to succeed.

Importantly, learn every day, do better every day, seek feedback and the strength of your team and their achievements will follow, as will your capability as a virtual leader.