Companies around the world are working hard to adapt to a new lifestyle created by the COVID 19 pandemic.
Some are struggling to plan for long-term success in a professional world characterized by uncertainty.
A Gallup survey on COVID-19 and the workplace found that 54 percent of respondents believe work disruptions will continue beyond 2020.
Many companies switched to telecommuting when the global pandemic broke out, and it is likely that remote collaboration will continue for the foreseeable future.
Therefore, the demand for good virtual leadership qualities is more important than ever.
That is why we have made inclusiveness and transparency top priorities in defining our virtual leadership competencies.
Here’s why you should too.
In this post, I’ll discuss the importance of virtual leadership skills that reflect good non-skills (although there are some important differences).
What is virtual leadership?
The definition of virtual leadership is a form of leadership where teams are managed through a remote work environment.
As in traditional leadership roles, virtual leaders focus on inspiring employees and helping teams achieve their goals.
In general, virtual leaders must adopt a different management approach than employees on the ground because communication between teams is not face-to-face.
Therefore, virtual leaders must have excellent writing skills and the ability to translate into written words important aspects such as empathy and understanding,
which are exchanged in a virtual context (as much of the communication between teams takes place in this way).
Virtual leadership is strongly focused on fostering cooperation through regular communication, transparency, and accountability. An effective virtual leader must
Use tools such as a working system to maintain an open line of communication and share everything from status updates to digital resources with team members.
Make company goals and desired outcomes transparent, as this can increase engagement and help members take responsibility for the work they do.
Give employees autonomy and hold them accountable for the work they do.
Virtual leadership, remote teams, autonomy
Even before the outbreak of COVID-19, companies started using virtual teams.
In 2014, consulting firm Ferrazzi Greenlight conducted a survey of 1,700 knowledge workers and found that nearly 80 percent of them worked in distributed teams.
As virtual work grows in popularity, so does the need for virtual leadership.
Due to the nature of virtual work, teleworkers have more autonomy.
Therefore, virtual managers cannot control their employees in the same way as managers in the office but must rely on their own skills.
However, greater autonomy with remote teams can only work if there is also a culture of accountability. This requires virtual managers to be clear about their expectations.
This can be achieved by
- Assigning work to specific employees (or teams).
- Agreeing on a deadline and putting it in writing
- Creating checkpoints and using software to review work, provide guidance and give feedback.
we ensure that all members of the organization have a clear picture of our goals.
We give all team members access to metrics that allow them to measure the progress of their work against our shared goals, thus increasing staff autonomy.
We have found that this helps our teams to make informed decisions about how to approach their work, leading to greater agility across the organization.
Essential skills for leading virtual teams.
We believe that strong leadership and people-centered values are critical to creating a culture that is productive, innovative, and able to adapt to an ever-changing professional landscape.
Do not store relevant company data in department silos. Give your data access to help your employees better understand your goals and desired outcomes.
Employees have the technical know-how and hands-on skills to participate in the planning phase of the project (that is, they can provide valuable insights when creating action plans).
Managers and employees are open and completely honest when sharing data and status updates (even unwanted information) to maintain the reliability and integrity of the shared data. Must
We have identified these factors as key leadership qualities for managing virtual teams and integrated them into our corporate culture.
When leaders communicate virtually, the day-to-day tasks of these skills may seem a bit different, but overall,
a more agile team that can quickly adapt to unexpected changes without suffering significant setbacks. I found out that was born.
Overall, a comprehensive and open approach to corporate information increases the resilience of the entire organization, making planning and problem solving more effective.