BEST PRACTICE
Virtually all teams are virtual by Olivia May, William J Clinton Leadership Institute, Queen’ s University Belfast
magine you are watching the most productive, creative, dynamic team hard at
Iwork. Chances are you see them in your mind’ s eye, sleeves rolled up, huddled together around a table, or maybe working at a bank of screens in an open plan office. There is constant interaction and debate. Ideas are tossed backwards and forwards.
This means that our default setting when we think about effective teams is to expect them to be physically located together. Indeed, there is evidence that colocated teams are more effective.
Once teams are no longer located together, even the slightest amount of distance, such as being separated by two floors, results in a dramatic decrease in effectiveness.
So what is the answer? Do we just insist on our teams being in the same location, all the time? As much as this might enhance teamwork, is it realistic in today’ s work environment?
There is greater and greater expectation These will all help us manage physical among those entering the workforce that distance, although we can never eliminate it flexible working is the norm. unless and until teleporting and time travel
According to Techcast, 30 per cent of become a reality! workers across industrialised countries will be telecommuting by 2019. Many predict the imminent demise of the office based 9 to 5.
Global businesses need collaboration across borders and time zones
Organisations need to access talent, wherever it is located, and they need diverse teams that can work effectively together across distance.
Managers are now expected to be able to manage virtual and dispersed teams just as well as teams in the same location.
This requires managers and leaders to develop and deploy a whole new range of communication and collaboration skills.
Just as when learning any new skill, the first step is to work out what you are dealing with. In the case of virtual teams that is distance, and there is more than one type of distance.
Physical distance
The first type of distance is physical distance this is the geographic distance we are all most familiar with, the actual miles or kilometres that separate us.
Physical distance also includes the distance created when working across time zones. Physical distance causes all sorts of practical issues, but technology is constantly giving us better and better tools to manage it: video conferencing, online collaboration tools and before too long, tools using virtual and augmented reality.
24 www. businessfirstonline. co. uk
Operational distance
The second type of distance is operational distance this is distance when we are working across organisational structures with differing reporting lines, procedures and operating rules, or working with people from different areas, disciplines or functions. Here we experience differences in the language, terminology and jargon used, or conflicting goals and priorities.
Cultural distance
These are the differences in our personal value systems that drive the way we think and make decisions. These value systems are influenced by our national cultures, but also by our families, our communities, our beliefs and our life experiences.
We should never fall victim to a sense of false sameness when working globally. Culture runs deep. Culture is also complex, and building cultural intelligence requires openness, curiosity, sensitivity and flexibility.
Psychological distance Finally, there is what we call psychological distance. This is the degree to which we feel separated from each other.
This is probably the type of distance that has most impact on how we operate as a team. A high degree of psychological distance can cause us to misunderstand and mistrust each other and feel disengaged and demotivated.
Paradoxically, we don’ t have to be physically distant to feel psychologically distant.
We can feel alienated and mistrusted by colleagues or bosses sitting at the next desk. Building trust across distance is hard but not impossible with the right attitude, tools and behaviours.
Social media can teach us a lesson here: how many vibrant, supportive communities have been built online whose members have never met in person?
If you carry on expecting to work in a team that is together all the time you will be marked out as a Luddite of our time.
In tomorrow’ s workplace, assume distance, and work to manage it.
You can create that image of the perfect team – they will still be interacting, debating and developing great ideas together, just not in the same place at the same time.