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Train Managers to Effectively Manage Virtual Teams

Dial up competencies to ensure more meaningful interactions with virtual team members.

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Contributors

  • Carol Cochran, Director HR, FlexJobs
  • Adnan Isakovic, Executive Consultant, Metaphorm Solutions
  • Rick Lepsinger, Managing Partner, OnPoint Consulting
  • Victor Lipman, President, Howling Wolf Management Training, LLC
  • Barb Martin, Global Information Technology Executive
  • Brie Rangel, Strategist, Impact Branding & Design
  • Chris Roszell, AVP Rewards, Manulife
  • Lynette Van Steinburg, Virtual Effectiveness Driver, Virtual Effectiveness Consulting
  • Jane Watson, Head of People, Actionable.co

Your Challenge

  • Virtual team members must rely upon collaboration technology to communicate and collaborate.
  • Management practices and approaches that work face-to-face do not always translate effectively in virtual contexts.
  • Managers cannot rely upon spontaneous social interactions that happen organically when people are co-located to build meaningful and trusting relationships. Space and time need to be created in a virtual environment for this to happen.
  • Observing an employee’s performance or development can be more difficult, and relying on others’ feedback becomes more critical for managing performance and development.

Our Advice

Critical Insight

  • Managing virtual teams does not require developing new manager competencies. Instead, managers need to “dial up” competencies they already have and adjust their approaches.
  • Setting clear expectations with virtual teams creates the foundation needed to manage them effectively.
  • Virtual employees crave more meaningful interactions about performance and development with their managers.

Impact and Result

  • Create a solid foundation for managing virtual teams by setting clear expectations and taking a more planful approach to managing performance and employee development.
  • Dial up key management competencies that you already have. Managers do not need to develop new competencies, they just need to adjust and refocus their approaches.

Research & Tools

2. Follow up after training

Plan to support managers of virtual teams once formal training is complete.

Guided Implementations

This guided implementation is a three call advisory process.

Guided Implementation #1 - Review HR processes and customize training deck

Call #1 - Review the training deck with an analyst and clarify any questions you have about content or delivery.
Call #2 - Discuss how to customize the training deck so that it is the best fit for your organization.

Guided Implementation #2 - Follow up after training

Call #1 - Discuss how to reinforce the formal training with relational learning opportunities like check-ins, coaching, and communities of practice.