This episode leads us to tackle the difficult issue of what are the foundations of a close-knit and performing remote team and, on the other side, what represents an obstacle.
The good news is that organizations scattered throughout the territory are not a rarity but, on the contrary, they are constantly increasing.
Matrix organizations, delivery centers, hierarchy optimizations, and the last add-on of smart working are factors that are developing this trend and from the analysis of which we can leverage and benefit. Based on the experiences of others, we can extrapolate what are the founding factors of a successful remote team.
Be clear on roles and responsibilities
Make sure there is a clear understanding of the roles and responsibilities of each team member. It is a basic issue and, if possible, even more relevant than in teams with physical presence. As a manager and at the same time a member of the team it is essential that the role of each one, the responsibilities, the hierarchical and functional reporting are clarified and understood and the overlapping areas are clarified where present.
Welcome to the matrix
Clarify and negotiate matrix relationships. A “matrix” management is when a resource is managed by two managers, typically in a project or a specific activity. Due to the nature of remote teams, team members can often become part of a matrix structure where the hierarchical manager is on site while the functional one is elsewhere. It is very important to have a three-way conversation to clarify the management of the resource, the hierarchical relationships and the scope of use of the person.
Value the differences
Understand and value the differences. People in different places necessarily have different cultures that need common ground to be fertile. Finding this common factor is not easy and it cannot always be the corporate culture; but once defined, it allows you to enhance the differences starting from a stretch of the whole and ensuring everyone is “part of something”.
Do not forget the physical part of the game
Create opportunities to interact in person. The effectiveness of virtual teams greatly benefits from in-person interactions and it is important to favor them where the budget and condition allow.
Share the view
Develop a common vision. A common vision, shared and understood by all team members is the foundation of many positive attitudes, including decision making, empowerment and results.
Inspire confidence
Create an environment that inspires confidence. It is one of the most important factors without which there will remain a background noise that will disperse energy and will not allow to release the full potential of the team. Trust must be checked frequently because multiple human relationships can change the context of reference, making useless what previously worked perfectly.
Act as a reference
Be a leader and expect your team leaders to be. Without this feature, people will feel lost. It is the hardest part because often not even we as managers have a clear path. But it is also essential in this case to choose and one and to give the feeling of clarity to your people.
