Katrina picked up the pencil and punched Ed's number. The circuit completed and she could hear the line ring. It rang again. She started tapping the pencil on her desk. The line rang again. 'Still not there,' she thought, tapping the pencil. 'Where is he?'
Then Ed's voice came on the line, but it was his outgoing message. Katrina thought for a moment, and hung up. "Damn," she said out loud, to nobody.
Frustrated as she might be, Katrina has just done something smart — rather than leave Ed yet another message, she decided to just hang up, saving both Ed and herself some time.
Virtual teams depend on effective telephone and email communications, and that effectiveness has both individual and team components. Here's Part I of some guidelines for virtual team communications. See "Virtual Communications: II," Point Lookout for February 2, 2005, for more.
- Have regular check-ins
- If you lead or manage the team, check in with each team member regularly. Depending on the nature of the work, you might check in daily, or two or three times a week — less often than that risks disconnection.
- Make appointments
- Communicating within
a virtual team
as if you were
- Making appointments minimizes phone tag, which is expensive in terms of stress, frustration, and time spent. When you want to talk with someone, make an appointment, possibly by email or by text message.
- Keep your appointments
- Running a little late when someone is waiting outside your office does hurt, but not nearly as much as running late for a phone conversation. When you're late for a phone appointment, the caller often has less idea what's happening or when you'll be available.
- If you're running late, take time out in advance — if you can — to advise your next appointment that you're late. Rescheduling is best.
- Agree on message response times
- Adopt a standard of reasonableness for the elapsed time to respond to email or phone messages. A rough rule of thumb: respond in about half the time you thought was reasonable outside of the remote management context.
- Use meta-responses
- If you can't return a message promptly, send a message saying so. If you can explain why, all the better, but at least let your partner know that you're aware of the delay, and estimate when you can respond.
- Define a three-level priority scale for messages
- Green messages (good news or bad) are non-urgent, yellow is possibly urgent, and red messages are urgent. Use this scale for email and voicemail, taking care never to inflate a priority just to get attention.
- Agree that non-response is a performance issue
- Agree that failure to respond to (or at least to acknowledge) a message within a "reasonable" time could be a serious performance issue. Clearly define the kinds of circumstances that could excuse the failure to respond.
Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!
- Chris Riemer (www.knowledgestreet.com)
- Your advice is generally non-technological, but I thought I'd mention something that was a great help in improving the efficiency of a virtual team I managed in the past: webcams.
- We already had a network backbone, and I spent a few bucks to buy a webcam for each location. Using only Microsoft's NetMeeting, it gave me a chance to see the folks who were many miles away, and that was an opportunity to notice a new hair cut, or see a smile, or share a picture of the dog. It made us feel much more in touch than the telephone alone. I was famous for drawing ideas on my white board, so this also let me communicate in the way I like to, even if the white board was pretty hard to see with a webcam.
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More articles on Personal, Team, and Organizational Effectiveness:
- Please Remove My Appendix
- When an organization is experiencing problems with conflict, "pushback," or "blowback,"
managers often hire trainers to present programs on helpful topics. But self-diagnosis can be risky.
Often, there are more direct and focused options that can help more and cost less.
- Organizational Firefighting
- Sometimes companies or projects get into trouble, and "fires" erupt one after another. When
this happens, we say we're in "firefighting" mode. But it's more than a metaphor — we
have a lot to learn from wildland firefighters.
- Help for Asking for Help
- When we ask for help, from peers or from those with organizational power, we have some choices. How
we go about it can determine whether we get the help we need, in time for the help to help.
- Finding the Third Way
- When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus
on the differences between the contrasting positions. Focusing instead on their similarities can be
a productive technique for reaching agreement.
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenQDUyRiwUoyFeeHAwner@ChacXBIbkTebSLANLYPvoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.