Preamble
The drawn-out effects of CV-19 has placed a strain on the traditional models of societal interactions, business transactions, and governmental functions. For years, as a society we slowly adopted technological advancements as a platform to enhance communications, business, education, and creativity. But as of March 2020, countries around the globe were thrust into a nearly-total virtual model save essential, direct, client-facing services.
The forced adaptation to virtual modalities might seem abrupt; however, the global economy has been operating successfully at the virtual sphere for decades. Movie studios have been collaborating with animators in other countries to produce blockbuster films, software and telecommunications companies continue sub-contracting work in developing countries, biopharma organizations remain synchronizing tests and validation of products across continents, corporations thrive when communicating through video conferencing to make strategic and crisis decisions, and the defense industry has been securely conducting teleconferencing across time zones in order to align regional objectives with the overall US geopolitical strategy.
The concern of late has been the apprehension on how to lead using technology, how to display emotional intelligence through a computer screen, and what visual and verbal cues symbolize empathy and compassion. Most concerning is the question whether leaders can adapt “to this changing environment” and still be effective.
I believe that this worry should be secondary to vetting members of the team. The fundamental questions should always be: Who do I want on my team? What intrinsic values should my team members hold? What maturity/courage level do I want? Only when those questions have been answered, way down the line of priorities, is the question of how a leader can ask how to leverage technology to improve the team.
Thesis Statement
In any social, political, and economic ecosystem, including virtual team rooms, truly effective leaders prioritize people, and use technology as a tool to enhance the success of the team.
The Courage to Be Led, The Intrepidness to Lead, and the Team Culture
First and foremost, the primary concern should always be the selection of team members who are, from a limbic and primal brain perspective, fit for the goal and the culture. There is no substitute for the subordinate who courageously follows orders and fits the criteria for mission accomplishment. The most important virtue in every team member is courage — to change, to improve, to recognize weaknesses, to admit the limits of one’s understanding, and to work beyond the comfort zone to find a higher “normal.” Without the determination to improve, the group falls into a stupor that becomes engaged in a race to the bottom of who can do the least amount of work.
Intrepid leaders possess the courage to make tough decisions and thrive in ambiguity to clearly lead the team to success. They are not afraid of change, and are not weighed down with difficult decisions to hire, fire, counsel, motivate, praise, and discipline whether face-to-face or through a virtual platform. They remain true to their inner compass, and can expertly lead the disoriented and unaware to a higher level of performance.
In essence, team effectiveness begins with the competence of the led, but the firmness of the leader carries the team the rest of the way. On a regular basis, the leader fine tunes the environment to ensure sustainable success.
Technology is Merely A Tool
Technology, no matter how advanced, is and always will be, a conduit, a modern-age extension of age-old influence. Successful virtual teams and successful plans have one consistent theme: Right People who can operate in all environments. Unsuccessful teams and plans fail
because of: Wrong People who are afraid of ambiguity and close off their minds at the hint of discomfort. The wrong people seek the familiar while the right people are excited about the possibilities to improve themselves and the team.
How the Uncourageous Disrupt Trust Building In Virtual Teams
The wrong members (whether global corporate partners or governmental ad hoc teams) will, in a conspicuous way, erode trust, or disrupt the business rhythm by creating drama. They quit by blaming the plan instead of taking corrective action to improve the process. The wrong team members will always find a way to minimize their weaknesses, skirt around their lack of depth, and magnify the faults in others.
In a virtual environment, where monitoring is less likely to occur on a regular basis, the wrong types of members could severely alter the company’s business rhythm. The best leader assigned to lead a group of “sandbags” will eventually become ineffective. Likewise, the worst leader who is unaware of his/her limitations, or denies his/her weaknesses will destroy the morale and drive of highly motivated subordinates.
First, Be Trustworthy
Trust in one’s capabilities, and “expectations that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party” (Bruer, C., Huffmeier, J. 2016) is essential to virtual team trust building. Only under conditions where team members are carefully chosen, assessed, tested, and culled — where the intrinsic drive to perform without supervision is primary, and the need for monitoring and supervision is secondary — will ensure that virtual teams achieve and sustain success.
Share Openly — The Sign of a High Trust Virtual Team
In“Does Trust Matter More in Virtual Teams?”, the authors found that “trust…positively related to team effectiveness criteria (team-related attitudes, information processing in teams, and team performance).” (Bruer, C., Huffmeier, J. 2016). Team trust was found to be “significantly related with knowledge sharing and team learning.” (Bruer, C., Huffmeier, J. 2016).
Those who are confident in their depth of knowledge and breadth of awareness freely share — because they are operating from the belief that the universe is abundant, and not from the limited perception that the universe is lacking. When knowledge is shared within the group, the act of gifting that wisdom sharpens the giver, and compounds the levels of prosperity of the receiver.
Onboarding Is Key To Virtual Teams
In“The Leadership Role Effectiveness As a Mediator of Team Performance In New Product Development Virtual Teams”, Soo suggests that “global VT designs influence the way organizational leaders and team members build relationships.” (Soo, J. et. al., 2020). This underlies the fact that proper onboarding, setting clear lines of authority and virtual social etiquette serve as the elemental factor for the success of virtual teams. Clear, succinct, and pointed directives prevent misinterpretation and organizational coma.
Be Technically Proficient, But Be Vulnerable
In“Does Trust Matter More in Virtual Teams?”, Bruer states that “a critical presupposition of such effortful trust building strategies is that team trust is related to high team effectiveness.” (Bruer, C., Huffmeier, J. 2016). This is based on the accepted concept that members of a team display “the willingness of a party to be vulnerable to the actions of another party based on the expectations that the other will perform.” (Bruer, C., Huffmeier, J. 2016).
From this statement, it can be surmised that a baseline quality of team members — technical and professional competence, confidence, competitiveness, honesty, courage, and most importantly, the humanity of the individual — is the very foundation of all teams, virtual or otherwise. In short, it is essential for team members of a virtual organization to show vulnerability, to share one’s successes and failures, and to humanize and personalize each millisecond of virtual team interaction.
Streamline Meetings, Limit Emails, and Engage Facilitators
Frequent disruptions arrest the flow of work which reduces the level of mastery over certain tasks. Meetings should be infrequent, short, and to the point. Emailing the agenda in advance will facilitate decision making. To keep others engaged, plan the effective flow of meetings.
“At least one study has shown that email is a cultural symbol of stress and more emails can yield feelings of being overloaded.” (Campion, L., Campion, E., 2019). Keep emails short, follow up with a phone call, and be respectful of the other person’s time. In high performance teams “the other features of communication might decrease the impact of trust.” ((Bruer, C., Huffmeier, J. 2016). If monitoring is excessive or if there is too much communicating, high performers could become demotivated because institutional work flow could be disrupted.
Another consideration is the challenge on how virtual team members interpret electronic messages. “Issues pose un-precedented challenges for people with diversified backgrounds (e.g. perspectives, approaches, and ideas).” (Chen, C, et. al, 2008). Someone’s upbringing, unresolved trauma, or current troubles at home could impact the interpretation of emails or what is said in meetings. Awareness of what others are not communicating should feed into further scrutiny by the leader.
High Five Virtually, But End With Tangibility
In his report for the Business Insider, O’Connell stated that to promote trust, one should “getting (the name) right from the start, by letting them get to know you, carve out time to catch up with those you work closely with…and to never underestimate a hand-written, congratulatory note for a job well done.” (O’Connell, 2019). This points out that virtual models of work have to be supplemented with hard-copy, tangible communications media (card, notes, gifts) that the other person on the other end of the broadband spectrum can touch/feel.
Sending cards and gifts provides a tactile reference from which to cement the trust and loyalty to the team. It is a form of high-fiving someone from across the miles. And a high-five, that is acknowledged and vigorously returned, sustains the virtual relationship.
Become A Role Model and Inspire
One thing that technology cannot replicate is the human role model. One thing that machine will never be able to emulate is the eye movement, the vocal tone changes, the praise, the well-placed rebuke, and the mannerisms that make each and every one of us special.
In their report, “Leading Matters: Take it from the Professionals — a High Level Overview of Virtual Leadership According to Educational Technology Scholars”, the authors stated that leadership best practices include “being a role model, fostering relationships, and taking responsibility.” (Campion, L., Campion, E., 2019). “Simply understanding how to use technology to conduct meetings….will not guarantee success virtually.” (Campion, L., Campion, E., 2019). We should “prioritize building trust with your team members, to be fair to all members: remember time zone differences, to remain patient…to be mindful of the pace of meetings, and to foster a sense of community.” (Campion, L., Campion, E., 2019). In essence, be human, and be kind.
Don’t Believe the Negative Hype of Some Researchers
Business and government leaders must be cautious with published research regarding virtual models. In a study of educational programs, the authors posited that “a higher degree of stability is more retainable in an e-learning environment than in a business environment because course objectives are clearly defined by instructors in the syllabus and other variables are much more controllable” (Chen, C. et al, 2008).
This model of reasoning and testing does not take into account the immense success and profitability of global business that thrive despite frequent change. In the business environment, learning happens frequently, and unlearning happens even more often.
Companies that do not unlearn bad practices are immediately doomed to failure. The education industry is full of learned individuals, but it has forgotten that the labor needs of the global economy drive educational programs, and not the other way around.
Build Global Awareness Within Your Team
Itis in the leader’s best interest to make the employee wise beyond their level of cortex-based education. Virtual teams that span time zones and national borders are subject to global and unique regional factors that could affect company profitability, employability, and income. The more aware the team about the interconnectedness of global events, the better they can help the company see around corners.
The virtual leader should stretch the team’s intellectual depth to analyze and distill coherent knowledge hidden within the multitude of factors that encompass strategic, regional, and local events. When they understand the implications of fast-changing economic conditions, they will appreciate underlying political actions. When they can appreciate subdued cultural drivers, they can better serve every sector within their communities. When they comprehend the basics of global market forces and how countries capitalize on their competitive advantage, they can help their organization lean forward with business-friendly regulations. When they are clear about the business cycle, they can help facilitate local decisions to help local businesses weather an economic storm. When they can fathom critical corporate financial ratios, they can find ways for government to increase revenue.
Virtual Team Building: Belief in the Brand
Team events are necessary to refresh, to reconnect, and to personalize memorable encounters. It is an essential element to build on the shared belief of the team. However, with the decreased opportunity to be up-close during a pandemic, team building (in the traditional sense) becomes a challenge.
Patrick Hanlon in “Primal Branding”, found that there are seven elements that make a strong brand, a cohesive team, and an unbreakable community bond. His book is required reading for the YouTube Certification Program. In a virtual environment, using the “creation story, creed, icon, rituals, lexicon, non-believers, and leaders” elements of creating strong brands becomes a necessity for sustained success. By highlighting the 7 elements of the team’s belief at every opportunity, the virtual team inches ever closer to success.
Conclusion
Virtual leadership is fundamentally about people, and less about technology. The courageous leader will always lead from the front. The right team member will always look for ways to improve. The effective leader is never diluted by the geographic separation from team members.
Copyright Leonard Casiple 2023. All rights reserved.
About the author: Leo Casiple is a first-generation American who grew up in Southern Philippines under martial law. He spent much of his 21-year career in the US Army as a Green Beret.
Leo is currently a doctoral student at Northeastern University’s Doctor of Law and Policy program (2022–2025 Cohort). He earned his education from California Lutheran University (MPPA), ASU Thunderbird School of Global Management (MBA in Global Management), Excelsior University (BS in Liberal Arts, Ethnic and Area Studies), Academy of Competitive Intelligence (Master of Competitive Intelligence™), Defense Language Institute and Foreign Language Center (18-month Arabic Language Course), and the US Army John F. Kennedy Special Warfare Center and School (Special Forces Qualification Course and Psychological Operations Specialist Course).
For more information about the author, click here: Leo’s LinkedIn Profile
References
Breur, C., Huffmeier, J., & Hertel, G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. Journal of Applied Psychology, 101(8), 1151–1177. https://doi.org.ezproxy. callutheran.edu/10.1037/ap10000113
Campion, L. L., & Campion, E.D. (2020). Leading Matters: Take it from the Professionals — a High-Level Overview of Virtual Leadership According to Educational Technology Scholars (and a Few Others). Tech Trends: Linking Research & Practice to Improve Learning, 64(1), 182–184. https://doi-org.ezproxy.callutheran.edu/10.1007/s11528-019-00470-7
Chen, C. C., Wu, J., Yang, S. C., & Hsin-Yi Tsou. (2008). Importance of diversified leadership roles in improving team effectiveness in a virtual collaboration learning environment. Journal of Educational Technology & Society, 11(1), 304–321. Retrieved from https://ezproxy.callutheran.edu/login?url=https://search-proquest-com.ezproxy.callutheran.edu/docview/1287035518?accountid=9839
Dan O’Connell, Contributor. (2019, March 7). How to create strong workplace bonds when your employees are remote, according to an exec who’s led all types of offices. Business Insider. https://www.businessinsider.com/remote-team-building-activities-2019-3
Ferrin, D. L., Bligh, M. C., & Kohles, J. C. (2007). Can I Trust You to Trust Me?: A Theory of Trust, Monitoring, and Cooperation in Interpersonal and Intergroup Relationships. Group & Organization Management, 32(4), 465–499. https://doi.org/10.1177/1059601106293960
Hanlon, P. (2006). Primalbranding: Create zealots for your brand, your company, and your future. Simon & Schuster.