![]() ![]() Recent research has found that “virtual teammates are 2.5 times more likely to perceive incompetence, broken commitments, and bad decision making with virtual team mates than those who are co-located.” This distance can quickly widen, create frustration and impact team cohesiveness if not directly addressed. Creating virtual teaming practices around ownership and accountability and continue to build skills capability and leverage strengths of your team members will help bridge the gap. How we work, the size of our team and range of skill level can create ‘distance’ within virtual teams. Tips: As a team create your new communication protocols, mix your communication mediums and establish your non-negotiables eg: video’s must be on for team collaboration conversationsĢ. For more complicated, emotional or collective problem solving the ‘deeper’ your communication needs to be. Face-to-face interaction is rich with information where voice, body language, proximity, eye contact, and touch give deeper meaning to the art of communication. Emails, texts and typing are great ‘leaner’ mediums for quick check-ins, social workplace chatting, sharing straightforward messages and information. When you delve deeper you then consider the impact of communication. ![]() Physical Distance is a very tangible outcome of remote working and by its nature is difficult to reduce. What do we mean by Distance? Based on thinking from Harvard Business Review, we have three main kinds of ‘Distance’: physical distance, operational distance, and emotional distance.ġ. One answer is … reduce the barrier of ‘Distance’. We know working remotely works for individuals (and for individual productivity) but what about individuals working collectively as a team? The power of teams is a differentiator within successful organisations. How do you harness the power of collaboration and collective problem solving of teams in a virtual environment? The remote working group results not only showed a work productivity boost equal to a full day’s work, but also fewer sick days and a 50 percent decrease in employee turnover. There are many benefits to remote working. Stanford University’ conducted a two-year remote work productivity study. Researchers followed 500 employees dividing them into “remote” and “traditional” working groups. We have seen the rise of the virtual workplace as a result of this global pandemic. Working from home was swiftly enacted with make-shift offices constructed in bedrooms, living rooms and the like. Adoption of new technologies (for some) such as Zoom, Trello and Slack have become part of our working infrastructure and over the past 3 months the world of work has gone virtual. We know working remotely works for individuals (and for individual productivity) but what about individuals working collectively as a team? ![]()
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