How to virtually build a team

Meetings must be goal oriented, but give personal time to each employee.

Many organisations have had to reevaluate their team practices recently, while ensuring they sustain results. Bizmod founding partner Seugnet van den Berg believes working remotely has for some time been at the forefront of many technological discussions, and a reality for many IT organisations, in particular.

For many businesses, though, this is unchartered waters.

She adds the assumption is that technology platforms, infrastructure and connectivity challenges are the main elements that can derail the process.

However, it is the interaction process and behaviours of employees that manifest difficulties.

To reduce complications, she recommends that:

Each meeting or session needs to begin with an outline of the desired goals and expectations as this allows for everyone to be able to contribute. The way people work together and what can be done to improve this process is an important element.

Context is more important than in face-to-face meetings. Set the scene at the start of each meeting and do not assume everyone shares the same understanding of what you require from the attendees.

Shared frustrations need airtime at each meeting. In a more conventional office setting, frustrations with process, people or technology would be discussed, whether it was around the watercooler or during a coffee break. Time needs to be allocated to acknowledge that a virtual way of working takes getting used to.

Communicating while working virtually means using multiple ways of engaging with your team. More reserved team members will most likely get lost if all interaction happens in a team setting. Smaller group sessions allow for more participation and individual sessions create another avenue for connection. The onus lies on the manager to involve members of staff in a way that works for them.

“I believe the lack of a personal connection can cause the most disruption in a team and therefore needs the most attention when working virtually,” says van den Berg.

“To create a sense of cohesion, it is vital the social aspects of the team are given attention.”

This could include:

Where possible, setting aside time within a meeting to check in with each colleague – chat about topics outside the work environment, providing context for coworkers.

Create a space and time for social interaction only, for example a short coffee check-in session.

Schedule a time for free play – an opportunity to ask for feedback on what an individual has learnt and what they are experiencing. This is crucial for innovation and new ideas to germinate.

Van den Berg says that for virtual working to be successful, managers need to remember to focus on the people and not just the technology. Choose people first, then tasks!

For more information visit the Bizmod website