Virtually Disastrous E-Book

Gary Thomas

• Herausgeber: assist
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2017

Seitenzahl: 334

Beschreibung

How do you lead virtual teams to high performance? Globalisation is here to stay - yet no one is really prepared. Many teams tasked with managing globalisation are clearly out of their depth. This is primarily because these teams work virtually and internationally over great distances. The team members no longer sit face to face in their offices, instead they communicate across countries and continents via modern communication media. Leading a conventional team to top performance is difficult enough, not least because of the inevitable group dynamic involved. When the context becomes virtual, this all too often leads to management failure. This book describes the art of leading virtual teams in an entertaining style including practical tips, helpful suggestions, and numerous illustrative examples that span many industries and countries along the four core challenges of virtual team leadership today. Gary Thomas is a trainer, consultant and managing director at assist International Human Resources, an internationally operating HR organisation based in Germany. As many of his clients are international organisations and corporations, he has been assisting intercultural and virtual teams and leaders for over 20 years to develop their full potential.

Leseprobe

Gary Thomas

Virtually Disastrous

© assist Publishing 2017, Paderborn

assist Publishing is a division of assist GmbH

New edition 2017

Cover design & layout: Bookdesigns, www.bookdesigns.de

Translation support: Charlotte Weston-Horsmann

Editorial support: Tania Pellegrini

Title photo © Sergey Nivens - Fotolia.com

Publisher: assist Publishing

Printing: Tredition GmbH, Hamburg

No guarantee is given for the accuracy and comprehensiveness of the content of this book. This work including all of its parts is copyright protected. The use or exploitation of any contents of this book in full or in part without the permission of the publisher and the author is strictly prohibited, in particular copying, translation, distrbution and/or reproduction in electronic or any other form.

Bibliographic information of the Geman national library (Deutsche Nationalbibliothek) :

The German national library (Deutsche Nationalbibliothek) registers this publication in the German national bibliography (Deutsche Nationalbibliographie). Detailed bibliographical data may be accessed in the internet at http://dnb.d-nb.de

ISBN 978-3-9816924-3-3 (Paperback)

ISBN 978-3-9816924-4-0 (Hardcover)

ISBN 978-3-9816924-5-7 (e-Book)

Gary Thomas

Virtually Disastrous

What you really need to know about leadership over distance

My teamwork Thank You goes to:

Andrea, Kian & Zoe,

My amazing family team

and to you all at assist International HR

The best virtual team on earth

Table of Contents

Preface to the virtual disaster

1 Team Myths

The spinach myth

The myth of the eunuch

The myth of mistrust

The island myth

The one-team-fits-all myth

In brief: Don’t believe in myths!

2 The Big Four!

These are your challenges

Create team identity!

Overcome isolation!

Bridge distances!

Influencing: Power without authority

In brief: This is your job!

3 The Power of Identity

The FBI and the invisible force

Goals, not cargo pants

If you’re having visions, go and see a doctor

Kick-off!

Smart goals

The S-booster

The M-booster

The A-booster

The R-booster

The T-booster

Build a lighthouse!

Fan merchandise

Be a great motivator!

Advanced-level identity forming

In brief: Creating identity!

4 Avoid the isolation trap!

The prisoner’s dilemma

Bill’s case

Horizontal communication vs. isolation

The relationship factor

K as in kick-off

Benefit of the doubt and other herd instinct phenomena

Checklist: horizontal communication for team leaders

Checklist: horizontal communication for team members

Liberate your team!

It’s worth it

In brief: Escape from isolation!

5 Form your team!

Is that really necessary?

What must be done

Virtual risk management

Persuasive arguments for a kick-off

Forming: getting the team in shape

The tea dance syndrome

High-performance teams keep doing it

Virtual forming

Swapping recipes

Let them chat!

How do we talk to each other?

A virtual weekly team meeting

Regular reflection

Fear of conflict

Be a real team leader!

Hall of fame

Conditio sine qua non

In brief: Forming the team

6 Influencing: The secret power

The power of the project leader

Leverage!

1. Refer to a higher authority!

2. Join forces!

3. Emphasise the relationship!

4. Give reasons!

5. Ask ‘yes’ questions!

6. Appreciate!

7. Inspire!

8. Be a role model!

9. You scratch my back!

10. Say what you want to happen!

Beware of negative influencers!

The choice of weapons

In brief: Influence!

7 The team accelerator: Trust

The misery of mistrust

Whom do you trust?

Soft factor, hard facts

Creating trust

“Feed the cat!”

The chief trust builder

Don’t trust anyone who is never there!

No favouritism!

In brief: Create trust!

8 The power of conflict

Most conflicts are avoidable

Goals, goal criteria, responsibilities

The Cohn principle

Become a skilled conflict manager

Great. A conflict!

Smoke alarm for the virtual team

Take the initiative

Clarify conflict before it gets personal!

Nip team tyrants in the bud!

The goal question

Audiatur et altera pars

Don’t compromise!

Tenderfoot management

Show empathy!

In brief: Dealing with conflict productively

9. Integrate your team!

The elephant in the room

Your media plan

Agree on guidelines!

Pacing integration

Framing the mood

Disinformation is disintegration!

Avoid a media monoculture!

Management on the fly

Trigger management

The great integrator

In short: Integrate!

10 Reach for the phone!

Divorce by text message

Cyber bullying

How we lost the ability to speak

Listen!

Beware of impulsive reactions!

When there’s a storm brewing

Marshall B. Rosenberg

In brief: Speak!

11 The email trap

Email guidelines

Learn to write!

Email atrocities

The epitome of triviality

In brief: Get your emails right!

12 Effective virtual conferences and web meetings

Telcos on the station platform: Creating context

The triviality paradoxon

How to manage virtual conferences

Step-by-step: Preparing a virtual conference

Step-by-step: Leading a virtual conference

Checklist: At the end of the conference

Checklist: Web meetings

The overconfidence bias

In brief: Effective virtual conferencing!

13 Leading across Cultures

The Babylon effect

What can we learn from them?

Intercultural meta-communication

Cultural egocentrism

The chameleon effect

Cultural stalemate

The best of all worlds

The language barrier

How much directness is acceptable?

Deep in the Middle Ages

When the house is on fire: don’t panic!

The advanced level

Make the world a better place

In brief: Leading international teams

14 In medias res: The Chinese and the British

Just a quick stopover

When is direct too direct?

Yes means no

Typically British

Factual consensus is overrated

The British ‘no’ and British humour

The magic bullet

Epilogue to the elegance of excellence

About the author

“Coming together is a beginning. Keeping together is progress. Working together is success.”

Henry Ford

Preface to the virtual disaster

Hand on heart: what annoys you most about your work? Until fairly recently, the answer I received when providing training or consultation in different corporations was, for the most part: “My boss, of course!” Sure, what else?

Meanwhile, the world has changed. Ever since globalisation appeared on the scene, I have been hearing responses such as: “These damn Germans!” “Those crazy Indians!” or “Not those loud-mouthed Americans again!” The litany continues with “The oversensitive British,” or “Those unreliable Italians!”

The list goes on. Like I say, I hear these replies a lot, although you‘ll never actually find them in writing. Because what these people complain about mustn’t be written down. It’s a taboo subject. But how can intercultural competence be taboo?

And that‘s exactly the mistake. When a stiff Brit and a know-it-all German working on the same management or project team cross swords, national differences are almost certainly involved. However, if the problem persists after the second round of high-quality cross-cultural training, it might be worth considering the possibility that neither the Brit nor the German is at fault. More likely it’s due to the fact that the Brit is based in one location and the German somewhere far away. So actually, it’s not about nationality or interculturality, but quite simply a matter of virtuality.

Those of us who are separated by distance and connected virtually, and who, for that reason, communicate primarily via e-mail and occasionally on the telephone, are bound to run into constant friction, inefficiency and conflict, regardless of the level of intercultural competence of those involved.

We are likely to argue with our counterparts who are at a distance whether we have the same nationality or not. If you only ever communicate by email, then sooner or later there’s going to be trouble! In today’s globalised world it’s not different nationalities that present a problem. Nationality, as problem No. 1, has long since been replaced by virtuality. Thanks to high-quality intercultural training, many well-managed and forward-thinking corporations, together with their high-ranking executives, HR departments and personnel development specialists, have got their intercultural challenges pretty much under control. This can hardly be said for the virtual challenge.

Most of those involved in virtual communication on a daily basis are rarely aware of the problem. Worse still, they tend to confuse it with interculturality. That’s the real disaster. Just imagine you go to your doctor as you are coming down with pneumonia and your doctor tells you that you have a bout of summer flu. He’s putting your life on the line! It’s very easy to blame the symptoms of virtuality on interculturality. But it’s extremely risky, as can be experienced every sunny, globalised workday. Take for example an incident in a corporation in which an Indian driver suddenly disappeared.

Not too long ago, one of the machines at an Indian plant broke down. It was such an unusual fault that consequently there were no spare parts in store. The manufacturer, who is based in Hamburg, promised immediate delivery, “immediate” meaning delivery of a 30kg part in a week’s time. The CEO threatened the head of maintenance: “That is out of the question! A production standstill in India costs us two million euros per day!”

The maintenance guy panics and puts together an emergency SWAT team with his best Indian employees. They are backed up by some logistics experts from a subsidiary in Rotterdam. The team leader in Hamburg contacts customs officials throughout the country, calls up every truck driver, cargo pilot and anyone else through whose hands the parcel will eventually pass, begging them to give the shipment top priority. His counterpart in India does the same. Both parties are able to reduce delivery time to two days thanks to skilled powers of persuasion and some generous and undocumented under-the-table transactions. Teams in Hamburg, Delhi and Rotterdam neither eat nor sleep and hold their breath for two days so as not to miss the slightest movement of the parcel on the tracking monitor: now it’s left Hamburg, now it’s at the departure gate, now it has arrived in India, now it’s at customs in Delhi. At last, the driver can pick it up! Now to get it from the airport to the plant. “Two hours max,” says the Indian team leader. The members of the task force breath a collective sigh of relief and a few of them make a break for the toilets, or celebrate success with a well-earned coffee break.

Two hours later, nerves are on edge again in Germany. Three hours later India follows suit. The wires run hot between India, Hamburg and Rotterdam. Five hours later, the situation is clear: the driver has disappeared from the face of the earth! His mobile phone is dead, quite possibly due to the momentary monsoon downpour. He has no home phone since everyone in India (who can afford it) has a mobile phone. Desperation spreads: one more day will cost an additional two million euros even though the spare part is already in the country! Top management is foaming at the mouth!

It’s 6:00 a.m. the next day and still no trace of the driver. Nor does he appear at 8:00 a.m. or 10:00 a.m. At lunchtime, he saunters leisurely into the cafeteria and explains: “When I left the airport yesterday, I ran straight into a monsoon storm halfway there, which caused traffic to gridlock. From experience I knew that there would be no moving forward for the next few hours, so I decided to go home first. What’s the use of waiting in traffic? This morning, I had to take my daughter to her doctor’s appointment and it was on the way.” Two construction workers barely manage to prevent the Indian team leader, a Frenchman, from strangling the driver on the spot. The man is Indian. To this day, he cannot understand why “this strange person” got so upset. “I delivered the spare part as he ordered, didn’t I? It’s here now! What’s the problem?”

The Frenchman is furious: “These .... Indians ...!” He vents his anger in an outpouring of choice expletives which I will refrain from repeating here. The responsible personnel development manager in Hamburg jumps to the typical erroneous conclusion: “There you have it! It’s all about intercultural competence! The Frenchman should have explained the situation in a way the Indian driver would understand it! We obviously need to put our people through a few more training programmes!” What should it be? Intercultural training for €20.000? €30.000? Or why not €50.000? The task force’s German team leader, whose office is a mere 50 metres away in the same building, doesn’t fall for the same mistake. He has understood the real cause behind the two million euro disaster.

“Sure,” he says, “our Frenchman could certainly have handled the situation more competently if he had had a better grasp of Indian culture. However, I doubt if the disaster could have been prevented in this case!” Virtuality, not interculturality, was the fire that fuelled the mishap. “In retrospect,” says the team leader, “if I had been on site, I would have chosen another driver. I would have driven to the airport myself or would have realised that, by observing the driver’s reaction while I was giving him instructions, he wasn’t aware of the urgency of my instructions.” Unfortunately, the team leader wasn’t on site, nor was he in charge of a traditional team on site. He was in his office in Hamburg, communicating and leading virtually via remote control. He was leading a virtual team and using virtual communication media. Although he had already attended five cross-cultural training courses, he had never learnt how to lead a virtual team, or for that matter, how to make sure the driver in Delhi understood exactly what he was to do while giving instructions from Hamburg.

This competence gap was, in fact, the result of inadequate training and cost the company two million euros. It was a mistake that could have been avoided. In addition, management had to deal with an unhappy customer, the Frenchman with the near loss of a job, and the Indian plant with the loss of a valued worker (the Indian driver resigned shortly after the incident).

A CEO who had heard about this incredible story called me up exclaiming: “We have exactly the same problem.” I assured him that I had encountered a number of companies that were faced with similar issues, but he was one of the few responsible managers who had reached the correct conclusion: “It can’t go on like this!”

The problems created by virtual teams are responsible for more damage each year than Lehman Brothers, Fukushima, the eurozone crisis and Brexit all rolled into one. They cause unnecessary project delays and the failure rate to skyrocket. They hinder innovation, scare off customers, endanger careers, impair liquidity and drive team members and leaders to the verge of a nervous breakdown, normally accompanied by outbursts of, “Those damn... (Just fill in the nationality and/or company/department in question)!”

However, it’s not just a problem of globalisation, cultures, nationalities or locations. It has to do with modern communication technology. Whereas once upon a time a team came together face-to-face for meetings, they can now just as easily reach consensus via telephone and video conferencing, intranet or simply by email. In other words, communication today takes place virtually. That’s what IT enthusiasts would have us believe. Someone should bang their heads together, because for the most part virtual teams don’t work. That‘s one reason why, in the past years, so many consultants, myself included, have been called upon to help develop virtual teams. “We don’t get it,” those in charge often tell me, “we’ve got our best people on this team!” This is what I have trouble understanding. After all, surely it’s obvious? In virtual teams, team members:

•are dispersed worldwide in different countries and regions within a country

•speak a number of different languages and dialects

•have different cultural backgrounds

•belong to different organisations within the supply chain

•are employed by different organisations, for example in the case of a joint venture or collaborations

•have entirely different mind-sets

•have a completely different understanding of how things should work

•often have an utterly different communication styles

•have different working hours

•have to deal with different time zones

•don’t see each other on a daily basis

•are not fully aware of all of these differences.

So all these major differences don’t impact team leadership and performance? Of course they do. The impact on team performance is huge. Although most companies have been relying on virtual teams for years, their team leaders have never been trained in the key skills of virtual team leadership. You think that’s bad? It gets worse.

Whenever I tell board members, managing directors and normal managers about the enormous challenges that virtual teams are up against, a lot of them say, “Well, I’m glad I don’t have a virtual team; my four colleagues and I are in building A and the rest of the team are over in buildings D and E!” I’ve learned not to look too flabbergasted at such remarks. Instead I ask: “So, how do you communicate with each other when you’re not attending a team meeting?” “Well, by email, of course!” Oh, and emailing is not virtual communication? So email doesn’t lead to constant miscommunication across teams, creating misunderstandings and latent and/or open conflict? Even if you are just in the office next door, it takes only one email to set the entire virtual fiasco in motion.

That’s why traditional on-site teams often work at cross-purposes. “We meet face to face far too rarely!” I hear from project and team leaders time and time again, even when team members are separated by a mere two floors or three buildings. This insignificant local ‘separation’, be it just by one floor or a scant 30 metres of corridor, manages to infect every normal team with the Triple V - the virulent, virtual virus. Although quite a few department heads and team leaders experience this on a daily basis, they have no idea what causes it. Their immediate reaction always seems to be: “Why can’t they get it right?” In other words, they personalise errors made within the virtual context and blame it on individual team members: “They’re just sloppy and not able to deal with conflict!” In other words, they see the fly in the soup but not the elephant right in the middle of the living room. The problem is virtual, not personal.

The teams are referred to as virtual because they are not tied down to one location. They’re considered virtual because the ‘location’ of their collaboration is virtual. Meetings are held via Internet, video-conference or other virtual media options. Many people think this only makes a slight difference to traditional teams. Of course, traditional and virtual teams do have a lot in common. However, it’s the slight difference that creates the bigger difference. Virtual teams are special simply by virtue of their virtuality, and because they are special they need a special style of leadership. The virtual team leader should upgrade his team leader licence (or have his team leader licence upgraded) a notch to include ‘virtual’. That’s precisely why you and I are connecting up virtually right here.

If you’re a team leader, a warm welcome to you. This book was written for you. In case you think you are you ‘just’ a member of a team, and having read a few pages think: “You should tell my team leader this!” don‘t worry, I will. But until I do, please don’t underestimate your own influence. As you may have already noticed, your influence as a ‘mere’ member of the team is considerable and clearly measurable. Bottom line: you don’t have to be a team leader to steer your team toward success. Read on and you’ll see how to do this.

Or if you are a manager who is above and beyond virtual teams, you have the most influence on virtual leadership, and with it, on the performance of your team. That is, if you know how to manage such teams. Read on and you’ll find out.

What you will learn here will enable you to boost the effectiveness and the efficiency of your virtual teams considerably, perhaps even dramatically. Conflicts, resentment and stress will be reduced, allowing people to enjoy working together again. The feeling of permanent chaos will disappear. As a manager or team leader, you will (finally) get the respect you deserve. And quite rightly so: virtual leadership is team leadership at the extreme. Once you’ve acquired virtual competence and earned the virtual leadership driver’s licence, you’ll be able to lead anyone, regardless of the situation.

Here’s where your first driving lesson begins.

Get in and fasten your seat belt.

“Myths which are believed in tend to become true.”

George Orwell

1. Team Myths

The spinach myth

Virtual teams have been around for years. So have the problems that accompany them. So why are corporate leaders still calling me for advice about how to manage them? Why haven’t the problems been resolved by now?

Spinach is to blame.

Even today, many mothers today still insist on feeding their children with spinach. “Here, just one more spoonful! It’s healthy! It’s full of iron!” Now, I’m no food analyst, but even I know that the story about spinach being rich in iron is nonsense. In 1927 a researcher put a comma in the wrong place and all of his successors copied his mistake. If I am correctly informed, spinach contains less iron than chocolate. But many people still believe the myth. That’s the nature of myths. They are harder to kill than weeds in your garden. They persist despite evidence to the contrary. That’s a problem. And an opportunity:

If you find that your virtual team is not making progress, just ask yourself and your team: “Which team myth are we subscribing to?”

Here are four to choose from.

The myth of the eunuch

I know a number of people in charge within organisations, who have been complaining for years about their virtual teams’ inefficiency and poor performance. Yet, they do nothing about it! Does that sound typical of management to you? No initiative and unwilling to make decisions?

Nonsense! I don‘t know any managers who aren’t willing to look at different sides of a problem. I do know quite a few, however, who believe in myths. The sales manager of a cosmetics company speaks for many when she says: “There’s no way a virtual team can perform as effectively as one whose members see each other in the hallway on a daily basis!” The virtual team is the eunuch among teams: they would very much like to perform, but they just can’t. So why does the sales manager believe this?

That’s simple: because that’s very often the way it is. Which means that the sales manager is mistaking correlation with causality. She is privy to so many under-performing virtual teams that she automatically draws the conclusion: “All virtual teams are eunuchs; that’s just the way it is!” It doesn’t have to be that way. It is a myth, no more and no less. In fact, the opposite is the case:

Well-managed virtual teams often perform even better than conventional teams.

When a ‘normal’ team calls it a day at 6:00 p.m. in Glasgow, the virtual team in Asia is just getting started due to the time difference. So, ideally, a virtual team can work around the clock because its project moves between time zones. We call this recipe for success, ‘follow the sun’ or ‘around the clock’. A virtual project can be worked on 24 hours a day, seven days a week. Consequently, virtual teams can actually be more ‘potent’ than normal teams. So why do they fall short so often? Because in most cases, they are ‘castrated’.

Horizontal communication is the secret of potency.

No, it’s not what you’re thinking! Horizontal in terms of team development simply refers to communication that doesn’t take place top down or vice versa (team leaders to team members), but more importantly between team members.

A team performs when both types of communication work: on the one hand, the team leader gives clear, comprehensible, specific, goal-focused instructions from the top down, and gets useful feedback from bottom up. On the other hand, individual team members communicate with each other, for example when coordinating work packages. This ensures that team members know what the others are working on and can coordinate tasks so that work isn’t duplicated, a problem which occurs often enough even in conventional teams. A lot of horizontal communication among colleagues takes place informally and automatically, on the fly, during the course of the day when they meet in the hallway, the lift, the cafeteria, in the company car park and especially around the water cooler. The crux of the matter is that if you don’t run into each other on a regular basis, this automatic process is switched off. Without this, the virtual team leader has to find an alternative. If he doesn’t, he’ll run into the usual omnipresent virtual disaster. If he does he can make his team very successful. So do it! How? Read on and you’ll find out.

The myth of mistrust

You may have noticed this yourself: in many virtual teams, there is an almost palpable atmosphere of mistrust, certainly much more intense than in conventional teams.

Quite often, once the telco or video-conference is over, the griping starts; take this example from a German-Spanish team. After the call, one German says to his teammates: “Did you hear what that Spanish guy came up with? Who does he think he is?!” By the time the next telco rolls around, resentment has built to a deafening crescendo of mutual mistrust. After three weeks at the latest, each project team member suspects that the other is up to something. That doesn’t happen in conventional teams.

In a conventional team, a team member can stop by a colleague’s office after the meeting and ask, “Hey, about what you said earlier: what exactly did you mean?” Ninety-nine percent of the time, outright conflict is avoided and the notion of intrigue is put to rest. Usually, it turns out the whole thing was just a misunderstanding. Informal, horizontal communication can clarify the misunderstanding instantly. Not so with virtual teams.

Nothing gets clarified. On the contrary, the Germans think of “the Spaniard” as an arrogant idiot and exchange terabytes of emails in an effort to ward off the Spaniard’s devious sabotage. This, in turn, forces the Spaniard to launch into a virtual counter attack, causing the Germans to react ... and so on. Most virtual teams spend more time in a state of cyber war than getting on with work. The end result is generally mutual mistrust.

Subtle cyber-bullying is a favourite pastime in virtual teams.

The myth of mistrust states that: “Virtual teams perform poorly because mistrust kills productivity!” That’s not an analysis. That’s a tautology, like saying that water is wet. Of course, mistrust kills productivity! But you can’t jump to the conclusion that virtual teams are productivity killers because virtuality automatically leads to mistrust! The myth claims a truism that holds only for poorly-led teams.

True: virtual teams are particularly susceptible to mistrust. As soon as trust-building measures are implemented, virtual teams are able to perform better than conventional ones.

We will talk about building trust in teams in the following chapters.

The island myth

It gets really crazy when virtual team leaders recognise that the team is preventing its own progress due to the carefully-groomed culture of mistrust, and decide to do something about it. They request the go-ahead for trustbuilding measures, only to be told by the manager: “What on earth do you need that for? Forget it! Virtual teams are called virtual because there is no direct, personal contact between them due to the physical distance between them! But that’s not what’s important; what counts is that they get on with the task at hand and get the job done.” Honestly, that’s a true story. Unbelievable!

The manager’s reaction reflects the island myth to a T: “Virtual team members are islands in the ocean and have no contact with the mainland. So, leave it at that!” Why do managers and employers fall for that myth?

Firstly, because trust-building measures cost money. Lots of people who can’t tell the difference between an expense and an investment struggle with this. Secondly, because many bosses don’t like to see their employees interacting with each other. Just consider this scene: three colleagues are drinking coffee and talking to each other. The boss stops by and says ... well, what do you think? That’s right. In many corporations (thank goodness not all) all over the world and around the clock you’re likely to hear: “Don’t you have anything better to do? I don’t pay you to stand around drinking coffee.” That means that many of today’s managers not only play down the positive impact of horizontal communication, trust-building and leadership in virtual teams, they actually fight against it! Unconsciously, unintentionally and without thinking of course, but nonetheless effectively.

In conventional teams this leadership flaw is not so serious. Horizontal communication takes place regardless of the boss. He can hardly monitor each and every conversation, nor can he spend all his time hanging around the water cooler. In virtual teams, unfortunately, he can. And in so doing he undermines the basic principle of teamwork: islands can’t be teams, because they’re isolated and not part of a network! In the next chapters we’ll discuss how you can turn your isolated islands into a performing network.

Many virtual leaders start turning things around once they’ve seen the island myth for what it is. A department head once said, “If that’s the case, why don’t I invite the members of the virtual teams to our annual sales conference? As far as the costs are concerned, it doesn’t really matter if we have an extra 100 people standing around drinking coffee. It will be good for the virtual teams to get to know each other on a personal level.” That’s exactly the point.

The one-team-fits-all myth

Problems with virtual teams are not a recent development. What do decision-makers do if these problems start to increase? That’s right: they send the project managers (sometimes also team members) to team and project management training courses. On the basis of what you’ve learnt in this book so far about virtual teams ... does it do any good?

Yes, of course. The first two times are beneficial. And even after that, project managers can still learn something in terms of self-development. However, if your gearbox packs up on the motorway, it doesn‘t matter if you are able to change a tyre as quickly as the crew on Lewis Hamilton’s Formula 1 team:

Just because a project manager knows all the ins and outs of project management, it doesn’t mean he is capable of leading virtual teams!

But it’s exactly this myth that decision-makers fall for. As a result, they keep sending their team leaders to project management training. The myth says: virtual teams are like conventional teams; the only difference is that they’re dispersed all over the world. That’s where they’re wrong!

It only makes matters worse if virtual teams are treated like conventional teams. Virtual teams are confronted with a whole set of different challenges that impact in different ways. Once you become aware of these challenges and learn to master them, you acquire a guarantee of team success. What are the challenges involved? Are there many? There are only four. In the next five chapters you will learn how to handle these Big Four Challenges.

In brief: Don’t believe in myths!

•If virtual teams are falling below expectations, ask yourself: which myth have I fallen for?

•The eunuch myth says: “Virtual teams can’t perform as well as conventional teams!”

•Nonsense! In principle, they can be more effective because of the ‘follow the sun’ advantage.

•That is, provided that you encourage horizontal communication. So do it!

•The mistrust myth: “Virtual teams perform so badly because members mistrust one another!”

•True, but that’s not because of the team. It’s a result of a lack of available trust-building measures. So, put some in place!

•The island myth: “The people are so far apart physically, they should just focus on getting the job done!”

•No networking? Then that’s not a team. It’s more like a bunch of disconnected desk drones. Get connected! Especially on the personal level.

•The all-teams-are-alike myth: “Virtual teams are like conventional teams, only further apart!”

•Okay, and an aircraft carrier is the same as a rubber dingy only with fewer paddles. Really?

•Conventional team development and project management make up the basis of virtual teams; however without virtual team competence that basis is not enough! Hunt the myths circulating in your team, among your decision makers, your clients and your management. Deflate the myths. Then and only then can you progress forward.

“Accept the challenges so that you can feel the exhilaration of victory”

George S. Patton

2. The Big Four!

These are your challenges

Why do people with common sense even believe in myths (see chapter 1)? Because myths offer a sense of security.

For example, if you buy into the myth of the eunuch (‘virtual teams are not capable of performing as well as conventional teams’), you don’t even need to try to create a high-performance virtual team. Why should you? What’s the use? Virtual teams are eunuchs after all, so why bother?

Myths offer a comfort zone. No need for challenges!

You obviously don’t need that comfort. Otherwise you wouldn’t be here. You are strong enough to take on the challenges of virtual leadership. Let’s take a look at some of them.

Actually, there are only four, and they do stand out. If you take a look at an average virtual team, the four challenges practically jump out at you when you consider the particular features of such teams. Most often, virtual teams are separated by great distances and feel isolated. As a result, they work in solitude and are unable to develop the healthy team spirit required that could make them more productive. To make matters worse, a fourth challenge follows the first three. Very often project managers are expected to lead without authority. That’s the ultimate slap in the face. Here are the four principle challenges of team leadership:

1)Create a sense of team identity!

2)Fight isolation!

3)Bridge distances!

4)Assert yourself without authority!

These are your challenges. How can you handle them? One at a time.

Create team identity!

Marie leads an international virtual team of product designers, purchasers and engineers. She has encountered problems with the team: deadlines aren’t being met, redundant work packages are being delivered, and hidden animosities are hampering productivity. It takes at least three days to get responses to even the simplest requests via email, regardless of whether communicating horizontally or vertically. “It takes forever to get a response!” Marie complains. Regardless of whether she needs information from a team member, or team consensus on an important issue, she’s afraid that at this rate, they won’t be able to reach the first milestone. The timeline is already overextended. All this, even though the company has defined standards for performance which stipulate emails are to be answered within 24 hours. These are corporate standards. But Marie’s virtual team ignores them. In time, and quite by chance, she discovers both the cause and the solution to this phenomenon.

One particularly creative designer came up with a logo for the team, which would be clearly visible on his email header for the intended 27-month duration of the project. Marie was so impressed with the idea that she began including the logo in her own emails and documents. It proved to be contagious. Within two weeks, two-thirds of the team members began using the logo. At the same time, the average time lag for emails dropped to less than two days. Coincidence? No, it’s called identity. People with the same brand develop team identity. That’s why teams wear jerseys and the army wears uniforms. The warriors of yore were well aware of that:

Shared symbols create a common identity.

It’s a shame it wasn’t Marie who came up with the idea instead of one of her team. So why are there no T-shirts in conventional teams? Well, because there is no need for them.

In conventional teams the members bump into each other on a regular basis in the hallway, in the company car park, in conference rooms and in the cafeteria. These seemingly unspectacular rituals create a sense of belonging and team identity without shared insignia. The message conveyed is: “I work here with these people. I belong to this tribe. This is my team, our project.” These rituals and shared symbols are missing in virtual teams. Put simply:

No symbols – no identity – no team.

So, strictly speaking, Marie didn’t actually have a team. It was more like leading a bunch of loosely designated specialists. So loose that even urgent email requests took two days to answer. “It’s not my problem, it’s this stupid new project.” This is a typical symptom of a lack of team identity.

The logo designer had a gut feeling about this, and developed a logo that all team members could use. The more they used it, the more the team grew together, developing a sense of belonging and team identity in the process. That would actually have been the virtual team leader’s job:

Create enough identity with the project, the goal and the team!

Americans achieve this, for example, by distributing baseball caps, Tshirts and badges with the project name among the team members. This might sound trivial, but it does seem to work. Small gifts serve to strengthen team identity. Marie’s team was able to create an initial sense of identity by using a shared logo. Committing to a common goal is another way. We’ll take a look at other opportunities to develop team identity in more detail in chapter 3. At the moment, it’s important that you:

•recognise the challenge of team identity.

•identify which of the symptoms of poor performance in your team are due to a lack of identity.

•commit to the ID-challenge!

•Increase awareness in your team about this challenge: “So guys, how can we create a team?”

Make sense? Ok, then let’s move on to the next challenge.

Overcome isolation!

What happens when classic team meetings aren’t moving forward or grind to a complete halt? People meet around the water cooler in small, informal groups and tackle issues that have come up. It’s no secret that meetings are often considered “a total waste of time”, harbingers of inefficiency, and one of project management’s greatest pitfalls. I’ve solved more problems around the water cooler than I’ve had hot dinners – and so, most likely, have you. Going for a cup of coffee or catching up around the water cooler ... it’s all about belonging and breaking down barriers.

This is missing in virtual teams, where isolation takes the place of closeness. Isolated from each other around the world, team members tend to stew in their own juices. To make matters worse, project managers who lack leadership skills, whether it be with conventional or virtual teams, often feel uncomfortable with the social component involved. They don’t like to see team members ‘wasting’ time while socialising over a cup of coffee! For some obscure reason they seem to have something against the efficiency, productivity and success that is generated upon their return from the coffee machine. If managers of this calibre try to obstruct this informal means of team development when it can be done easily, then how can they be expected to support team-building when it’s really needed? Particularly in virtual teams. Instead they keep virtual team members in an unnecessary artificial bubble of isolation that stunts productivity and sabotages team performance, motivation and a sense of team identity. Why do some managers persist in doing that? Because they have poor social skills? Well, that may be one reason.