I was discussing the present reality of leading virtually with a couple organizational leaders. As we talked, I realized the challenge in virtual leadership lies in leading effectively.
A leader will more often live out the idea I have heard one of my mentors Mark Cole (CEO of the John Maxwell Enterprise) mention. 10 – 80 -10.
Take ten percent of the time up front to provide clear expectations and answer questions. The next eighty percent of the time he is available for the team but gets out of the way to let them do the work. When the project is ninety percent done he reconnects for the last ten percent, asks questions, and potentially suggests ideas on how to up level the project and then they move forward.
When I look at Mark’s process, I see three clear principles we can all take away not only in leading virtually, but at any time.
Set Clear Expectations
Think of when you have been either on a work team, sports team, or any other team. When would you get frustrated? It may have been the results, but often I know I would get frustrated if the rules were changed on me or were not clear upfront. Expectations give us freedom to be creative.
When we were children at a playground there may have been a fence. The fence gave us clear expectations of where not to go, but anywhere inside we could explore, play and run. Clear expectations give your team that freedom. Give them the freedom to use their strengths and accomplish the goal to the best of their ability.
Follow up
If Mark did not perform the last ten percent, then the other ninety percent would be meaningless. Many of us have heard the idea “inspect what you expect.” When the expectations are clear up front, then asking how the project went or is going will not negatively impact the team. A good leader will hold the team accountable by following up.
In a virtual team leaders may use a phone call, a text, an e-mail, a group check-in meeting or another form of accountability. Set a reminder for yourself and follow up, but in the process make sure to follow the second part of the final principle.
Regularly Communicate and Connect by Appreciating
Malhotra et al in their article on Leading Virtual Teams discuss how technology can be used to maintain trust through regular communication. When we are present in an office together communication and even connection can be much easier, but virtually this takes intentionality.
I am part of a virtual team and in order to keep communication and expectations clear I have a regular touch point meeting with the leader I am accountable to. This leader does a fantastic job of connecting first and making me feel valued. As a task-oriented person, I tend to go right to business, but connection is key in building trust. Take time to regularly communicate, but more importantly connect with those you lead and show sincere appreciation.
The principles of leadership are similar whether virtual or in person. As leadership expert John Maxwell says . . . put people first. As you lead virtual teams maybe you need practical help on a virtual platform such as ZOOM if so go here for a few short videos I’ve created to help you lead your teams better. Keep holding your vision and lead well.
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Malhotra, Arvind, et al. “Leading Virtual Teams.” Academy of Management Perspectives, vol. 21, no. 1, 2007, pp. 60–70., doi:10.5465/amp.2007.24286164.
