Remote teams: How to successfully manage remote teams

 Why is it important?

In an effort to compete in a global economy, companies are increasingly demanding that employees based across a wide geographical area work collaboratively in virtual teams.

Given the rise of flexible and home-based working, managing a remote or virtual team is a challenge that managers are increasingly likely to face. But it calls for an adjustment of traditional management practices.

Managers need to get the hang of leading across distance and time zones, and must be aware of technology and multi-cultural sensitivities.

Where do I start?

Team leaders should:

• make personal contact to share information and get to know each other
• understand individual roles
• establish clear objectives
• decide who does what
• agree on methods and levels of communication.

"Establishing these rules for communication and knowledge sharing at the outset is crucial for success," says Martin Galpin, a managing psychologist at occupational psychologist firm Pearn Kandola.

These initial face-to-face meetings will also help to develop a sense of belonging and build rapport. Thought should be given to the technology infrastructure and support required.

Broaden your skills-set

Good communication skills are important since you will have to work harder at keeping in touch than people who regularly see one another.

Show your team and your senior manager that you can still listen even though you are miles apart. It is likely you will be dealing with a mixture of people, so you may need to adapt your style of communication and leadership for certain individuals.

Consider how you will resolve disputes and misunderstandings. As you will not have the physical presence of a team to support you, you will also need to be self-sufficient and motivated, with a disciplined and organised approach to your working day.

Trusting individuals

It is essential for remote team leaders to move away from the idea that just because they cannot see their colleagues, they will not be exerting themselves.

You must learn to leave individuals to get on with their tasks and assignments, but remain on hand to provide guidance.

Ensure strong support mechanisms are in place and maintain visibility and connection with regular visits to all sites.

Measure outputs, not processes

The performance of individual team members should be evaluated on the basis of meeting the set objectives of a work plan against a time allocation. As a result, each member needs to know what their responsibilities are and what they are expected to achieve.

These objectives should be regularly restated and reinforced. Get team members to report against them to each other as well as to you, and ensure regular performance feedback is provided.

Maximise communications

Remote teams need to communicate frequently, so ensure there are processes in place that will encourage the team to keep in touch with each other and share experiences.

Make use of instant messaging, virtual meetings and conference-call technology, and set up internet/intranet forums to promote knowledge sharing.

Conference calls can be rather sterile, especially if you have not seen each other for weeks, so make sure you have an ice-breaker.

It also makes sense to vary the times at which they are held, so it is not always the same members who have to take part outside of regular hours.

Encourage the team to phone each other to promote more informal contact. At the end of each communication, tell them when you will next be in touch, but make sure you remain accessible.

Maintain regular face-to-face team contact

Arrange regular team get-togethers and workshops to maintain the sense of team and common purpose.

Try and do this at least once a quarter. Give as much notice as possible of dates and location to ensure everyone can make it. Schedule in time for a social event where networking and bonding can occur.

Where can I get more info?

BOOKS

A Hands-on Guide to Managing Off-site Employees and Virtual Teams, Kimball Fisher and Maureen Fisher, McGraw-Hill Education. ISBN 0071360654

Virtual Leadership, Jaclyn Kostner, Time Warner International,  ISBN 00446670871

Related articles

How to make the most of video-conferencing

How to build effective teams

Report

Remote Teams and International Teamworking, Pearn Kandola. For a copy contact Martin Galpin on 01865 516202 or e-mail martin.galpin@oxford.pearnkandola.com

 If you only do five things...

1 Set clear individual and team goals
2 Frequently restate and reinforce goals
3 Quickly resolve disputes and misunderstandings
4 Measure results, not processes
5 Provide regular performance feedback

EXPERT'S VIEW MARTIN GALPIN ON MANAGING REMOTE TEAMS

Martin Galpin is a managing psychologist at occupational psychologist firm Pearn Kandola.

What are the biggest challenges to managing remote teams?

Our recently completed PK500 survey identified poor communication between team members, poor management/leadership, and lack of support and direction as the top three reasons for the failure of remote teams.

This indicates the importance of the leadership role and highlights some of the core challenges.

Building trust and cohesion will be difficult when people do not work in close proximity, and ensuring that the team or individuals do not become cut off from the rest of the organisation might not be easy. In internationally dispersed teams, cultural and time-zone differences can also create their own challenges.

What aspects are often overlooked?

There is a real danger of things becoming very task-focused and sterile, and workers may miss out on the social side of things because they do not have those 'water-cooler' chats with colleagues.

Also, because we cannot see them, it is easy to forget that people are working in contexts that are different to our own, and that they might have different support needs, resources and demands. Similarly, it is even easier to overlook the skills and knowledge that you have at your disposal within the team, which can lead to poorer quality decisions and outputs.

What are the essential things to do?

• Have face-to-face meetings at key times, such as when the team forms, or new members arrive
• Communicate regularly and give performance feedback
• Ensure virtual meetings are well prepared, have a clear agenda, document actions and include room for social chat
• Focus on similarities between team members to build cohesion
• Encourage social interaction - for example, at the start of conference calls.