Managing virtual teams: challenges and solutions

Since the pandemic, we’ve seen businesses and teams transformed by the transition to remote work. That has created demand for a new leadership skill – the ability to manage virtual teams. Such teams have unique challenges but, with the right strategies and leadership, they can perform as well as on-site teams. This article will explore the challenges inherent in managing virtual teams, plus tips and best practice to build a productive, motivated workforce. 

Let’s start with a basic definition. Like in-person teams, virtual teams are those comprised of individuals working together towards a common goal. Unlike in-person teams, however, they are physically separate. They could be separated across towns, regions, or even countries. Rather than sharing an office or other type of workspace, virtual teams collaborate from different locations, using digital tools to share information. 

Virtual teams come in all shapes and sizes: 

• Fully remote teams: All members of the team work remotely, all of the time. There is no shared physical office space. Such teams rely entirely on digital communication.
• Hybrid teams: Some members of the team work on site, and others work remotely. Alternatively, team members may work remotely some of the time and on site the rest of the time. These teams make use of both virtual and in-person communications.  
• Global teams: Much like fully remote teams, collaborators are fully remote but may be spread across multiple countries, in different time zones, and with different working cultures. Asynchronous digital communication tools are critical. 
• Project teams: These teams are built to deliver specific projects, then disbanded. They can be either fully remote or hybrid. 

While virtual teams offer many benefits to a business, including flexibility, lower office costs, and access to a global talent pool, they also bring their own challenges. 

• Communication: Lack of communication is a common challenge. Without in-person interactions, and particularly when communications are written rather than spoken, nuances can be lost and light-hearted comments can be misunderstood. When different time zones come into play, urgent messages and whole-team catch-ups add an extra layer of difficulty. 
• Personal connection: Virtual teams can struggle to build the personal relationships that so often come naturally with in-person settings. The disconnection arising as a result of not having a shared space can make it harder to build rapport and cohesion, which in turn can negatively affect productivity and morale. 
• Accountability and oversight: It can be harder for managers of virtual teams to monitor progress and engagement, and to ensure that team members take accountability for their work. Without direct oversight, some colleagues may find it difficult to maintain motivation and focus. 
• Cultural differences: With globally-dispersed teams, differences in communication styles, working practices, and expectations can create friction. Team members need to be aware of, and sensitive to, different cultural perspectives. 
• Technical problems: Technology underpins everything for remote teams. Internet outages, software glitches, power cuts, and other technical issues can hamper morale and productivity. 

Now we’ve discussed the problems, let’s find some solutions. 

1. Develop clear communication channels

Virtual teams rely on clear, trustworthy communications. Choose the right tools for synchronous and asynchronous communications – there are many available, with popular choices including Slack, Zoom, and Teams. Make all team members aware of expected response times and share that, in virtual teams, over-communication is often better than under-communication. Use meetings and emails to confirm understanding and reiterate key points. 

2. Check in regularly 

As a manager, regular check-ins are essential to keeping virtual teams on track. Regular meetings, to address challenges, provide progress updates, and engage as a team should be a priority. In addition, one-to-one meetings with individual team members should be scheduled to understand personal challenges and offer support and advice. Video calls are best for these meetings, as they enable more personal connection. Face-to-face interaction helps to build stronger relationships and can minimise unclear and misunderstood communications. 

3. Promote accountability and autonomy

Micromanagement can damage virtual teams, just as it can damage in-person teams. Build trust with colleagues, allowing them the autonomy to manage their own workload. Focus on the outcome of the work, rather than the time spent doing it. Foster ownership by assigning specific tasks or projects to individuals, giving flexibility within a specified deadline. Taking the time to recognise achievements, however big or small, not only builds morale but encourages autonomy, ownership, and accountability.

4. Develop a great team culture 

Cohesive teams are productive teams. Team building activities that can be done online, such as quizzes, coffee chats, and socials can build bonds and increase team cohesion. Create informal, non-work-related spaces, such as a dedicated Slack channel for pet photos, whilst remaining aware of cultural differences. Great ideas come from safe spaces, so build inclusive environments where everyone’s input is treated with respect. 

5. Define clear objectives

Individuals must know what is expected of them. Set SMART goals to ensure teams and individuals stay on track, and use project management tools such as Asana, Monday, or Trello to maintain progress and align activities. Tracking progress regularly will enable managers to identify issues early and offer support to prevent larger problems later on. 

6. Embrace flexibility 

Flexibility is a cornerstone of virtual team management, especially if different time zones are involved. By rotating meeting times, managers can accommodate most of the people, most of the time. Flexible working hours enable team members to work when they are at their most productive, and to overlap with colleagues in other countries when needed. 

7. Prioritise employee well-being 

Many virtual teams work from home, either in a dedicated office space or in a corner of the family area. Encourage them to set clear boundaries between their personal and professional lives, including logging off completely at the end of the day to avoid burnout. It is increasingly expected that employers provide access to mental health support, including wellness programmes, meditation apps, and access to counselling, to help team members manage stress. Regular reminders to take short breaks throughout the day will help to avoid screen fatigue, thereby minimising errors and maintaining productivity. 

8. Take a proactive approach to technical issues 

Technical issues are a common and all-too-familiar problem for virtual teams. Setting up every individual with reliable internet access, critical software, and a safe workspace from the start is crucial. Then, develop back-up plans to manage potential disruptions – this could be as simple as phone calls if the internet drops out. 

There is no one-size-fits-all leadership style for virtual teams – every management strategy should be customised to fit the unique needs of each team and each individual. Flexibility is key, with skill in switching between different leadership models a necessary skill for today’s virtual leaders. Developing a thorough understanding of the challenges faced by every member of the team enables leaders to adapt their approach to create a harmonious, productive environment. 

Adaptive leadership is considered an effective leadership style for managing virtual teams, for several reasons: 

Leaders who can adapt can adjust their leadership style depending on the individuals and teams they manage. Situations can change quickly in virtual teams, and adaptive leaders can quickly assess the issue and make adjustments to ensure continued progress – whatever the obstacle. 

In any team, there are diverse personalities with diverse communication preferences, working styles, and cultural requirements. Adaptive leaders understand that their approach needs to be tailored to each team member, with some needing more guidance and oversight while others prefer autonomy. An adaptive leader ensures that everyone is able to succeed, whatever their differences. 

Adaptive leaders thrive in uncertain or complex situations. From technical issues to communication challenges, virtual teams can be unpredictable. Leaders that can help their teams to develop innovative solutions to whatever problems arise will help their teams to achieve success in the long term and maintain progress in the short term.

Leaders that recognise the constantly evolving nature of virtual teams embrace continuous learning and development. They encourage their teams to adopt new tools, skills, and working practices, fostering resilience and agility. 

Trust is non-negotiable in virtual teams, as managers aren’t able to physically monitor or engage with their direct reports. By empowering colleagues to take ownership and make decisions, leaders can build trust which helps teams to function autonomously. 

We’ve already seen that communication is vital to the smooth functioning of virtual teams. Communication breakdowns can easily happen, whether due to geographical distance, technical problems, or a lack of face-to-face interaction. Fostering open and transparent communication can be done by welcoming feedback, listening actively, and addressing issues as soon as they arise. With these techniques in place, managers can help virtual teams to stay aligned and connected. 

By their very nature, virtual teams are often spread across regions or countries. With so many diverse geographic and cultural backgrounds, managers need to recognise and welcome every aspect of diversity within the team. That means tailoring their leadership and communication styles, while encouraging cultural sensitivity throughout the team. 

As with in-person teams, virtual team leaders need to respond to short-term challenges while keeping the team focused on long-term objectives. Adaptive leadership means that managers can pivot where necessary to keep the team on track. 

Working from home makes the separation between personal and professional that little bit harder. Adaptive leaders allow for flexibility in schedules and actively encourage their staff to disconnect when they need to. Preventing burnout means that teams can stay focused and effective. 

The successful management of a virtual team demands exceptional communication, trust, and adaptability. While there are certainly challenges in managing a virtual team, their benefits can make them a valuable part of the business. Adopting adaptive leadership principles can enable managers to effectively navigate any difficulties, enabling the team to perform as well as, if not better than, traditional on-site teams. 

Key takeaways to guide your team to success:

• Communicate clearly and introduce the right virtual collaboration tools
• Hold regular team meetings and one-to-one check-ins
• Set clear goals and milestones 
• Stay flexible in terms of working hours
• Support team well-being and encourage work-life balance 
• Resolve any arising issues promptly and proactively 
• Embrace an adaptive leadership style

If your business is undergoing a transition, consider the benefits of outplacement in retaining brand reputation, supporting well-being, and maintaining morale. Careerminds offers virtual outplacement, meaning that your employees can access careers services wherever they may be in the world. 

To find out more about our outplacement services, contact us today to see if we’re the right partner for your business.