Recently I took my youngest daughter to see my oldest who has chosen to settle in Europe, and try eke out an existence. It was time for them to reinvigorate their relationship after not seeing each other for a year and it got me thinking.
In this digital world, much is made of virtual meetings - easy communication methods across thousands of miles.
The Context:
Sure, there are many pro’s, such as:
- Feelings of trust increase as employees (or family in this case) feel they are trusted to complete tasks on their own.
- Cost decreases in travel/ space requirements.
- Talents is retained where they are without the need for relocation.
- Increased productivity in the way of no frequent walk in discussions etc.
However, there are con’s:
- No real ability for cultures to meld on a daily basis, leading to possible culture clashes.
- Inability for true team bonding.
- Autonomy and virtual management cannot work if there is limited work ethic and minimal direct monitoring.
For leaders this does create conundrums in the ability to extract the best value from virtual teams and it also requires a huge amount of vulnerability from the leader in that they have to be aware of the challenges involved in selecting and leading these teams will have to open them up to a different level of trust and proactive monitoring. Leaders in this space can become innovative in their management of the oversight and reports needed, as well as being able to extensively align others behind the organizational vison in order to achieve long term sustainability.
Extensive, but differing mentoring techniques would need to be applied which build trust mechanisms and standards of communication techniques.
Within this however, leaders need to determine the need of face to face time to reinforce all of the above.
Virtual Family:
Relating this to my daughter who has spent a year forging her own path with obvious successes and failures, I have learnt that virtual discussions (meetings) have led to mixed results and there is a lot to be learnt in the clear frank conversations we have had and the results of dealing with virtual teams.
The discussions have been exhilarating, disheartening, frustrating and hopeful all at once or separately. Reflections on these discussions post such events, have shown that it relates to how we (as meeting participants) react when things are good or when the problems seem to be surfacing and stress levels are increasing. Some of the learnings for myself as the leader noted below (but these take-aways could apply to all participants):
- Listen carefully and take a pause before you react. Empathetic feedback as opposed to reactionary expression, will open up discussion rather than shut it down creating meaningful effective dialogue.
- Do not immediately try to offer a solution, as there are factors withing their environment which may not be understood and offering an “off the cuff solution” prior to this understanding undermines the person delivering the message and erodes confidence.
- Offer support and encouragement allowing them to action solutions and succeed - thus building goodwill across the miles. Mentor, do not teach.
I have however found that I must have face to face engagement at least once a year, as there is limited to no comparison of a physical, in person connection, to re-energise a relationship and the ties that bind. Never underestimate he pure appreciation of the fact you have traveled to have a substantially human discussion in their space.
The value seen as the two sisters reconnected physically as opposed to virtual calls was priceless.
Mia Familia:
Often, I have been asked why I look at teams and leadership in the same way I look at my marriage and the raising of my children. My answer is:
- That I get clear, honest and unfiltered feedback from my family in all I try. I strive for all those I lead and advise to do the same to me – constructive (open and honest) criticism (and affirmation) strengthens the team and leads to enhances learning.
- It requires innovation in a complex world that I did not experience as a child to achieve the vision and goals for each expectation. Teams come from cultural/ generational backgrounds differing substantially and complexity abounds.
- Compromise is a certainty.
- Listen, listen again then listen further to understand before attempting to mentor and guide.
- Cultural diversification in the learning of new languages, methods of speech and body language.
- Added now to this is a virtual family member and all its intricacies, a virtual team learning method in the deep end.
Family is a plethora of learning engagements and strengthening of skills.
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