You want to build a successful virtual team. How do you make it happen?

Building a successful virtual team requires strategic planning and effective communication. Start by selecting team members with a proven track record of independent work and strong communication skills. Establish clear goals, roles, and expectations from the outset to ensure alignment. Invest in reliable technology to facilitate seamless collaboration and maintain regular communication through video calls, chats, and virtual meetings to foster a sense of connection and teamwork. Encourage transparency and open feedback to address challenges promptly. Cultivate a strong team culture by celebrating achievements and creating opportunities for virtual social interactions. By focusing on clear communication, trust, and engagement.

Scope and objectives when building a high -performing virtual team are imperative. Whilst earlier companies have been more traditional in building a team by simply putting them physically into a project room, this is no longer a valid approach. Identifying the right team members being at various places and getting them into a high-performing team quickly is a key differentiator, and those leaders most agile are the ones that succeed. Defining and measuring the right objectives are key, as important as managing and motivating people that have never met in person to work as a real team. You may use different methods, may it be OKR, MBO, consultative style, agile or whatever, be sure you understand cause and effect and chose the right ones

Antes de iniciar os trabalhos, tenha claro quais ser?o os indicadores que medir?o a produtividade da equipe virtual. Deixe claro a todos quais s?o e como ser?o avaliados.

We carefully select tools with our team and client needs and preferences. Implementing video conferencing tools like Google Meet, Zoom, MS Teams for meetings and Discord, Slack for quick updates. Project management software, specifically Jira, ClickUp, Trello, facilitated task organization and workflow management. For document sharing and storage, we opted for Google Drive, Sharepoint, Zoho. In the dynamic realm of IT Outsourcing, seamless collaboration is key. Our success in building a thriving virtual team not only relies on these carefully chosen tools but also highlights our commitment to providing tailored solutions for optimal performance. Feel free to reach out to me.

A escolha de ferramentas pode variar de equipe para equipe, conforme às necessidades do projeto e quais ferramentas adotadas pelo cliente, quando o caso. Independentemente de marca, tenha certeza que as ferramentas atendem ás necessidades de comunica??o e registro das conversas, bem como documenta??o do projeto. Ferramentas mais completas, por vezes, s?o mais complexas de utiliza??o e acabam consumindo tempo precioso da equipe. Uma ferramenta mais simples e até gratuita pode resolver bem às necessidades, com rápido aprendizado de utiliza??o. N?o despreze este tipo de solu??o.

Building trust towards the team and fostering a trust-based culture within the team is a key aspect. Trust starts with knowing and accepting the other team members as a team player, but also as a human being. As such, plan for regular events that are characterized by elements of celebrating success at work, but also share and communicate aspects of private life frequently. E.g., you may start a program kickoff with a mutual introduction of each person and role, but also stating which is the preferred vacation destination and why. You may also award top performers or innovators at regular Town-Halls and emphasize their contribution to overall objectives.

Um dos conceitos de trabalho em equipe é que todos os membros s?o, de certa forma, interdependentes. Em equipes virtuais, isso pode n?o ficar t?o evidente. é crucial para o sucesso do projeto que todos os membros tenham vis?o clara de quanto o seu papel contribui para o todo e quanto é importante para a equipe. Este conhecimento, proporciona maior engajamento e integra??o entre todos os membros. Quanto maior o contato mesmo virtual, maior será a integra??o da equipe.

Uma equipe virtual tem todos os aspectos das equipes físicas quanto à diversidade, culturas, cren?as, forma??o acadêmica etc., mas talvez os pontos que mais demandem aten??o diferenciada s?o com os fusos horários e diferentes línguas. A proficiência no inglês pode n?o ser unanime, daí a necessidade de confirma??o se todos entenderam claramente algo que foi comunicado. No virtual, a comunica??o pode fluir facilmente de modo assíncrono, mas as reuni?es em que todos participam simultaneamente colaboram para que divergências de comunica??o sejam reduzidas significativamente.

Diversity and Culture are not only the new gold standards when building flexible, agile and efficient teams, they are by far more productive and innovative than teams that are built by very similar team members. Especially when you are or want to be successful on a global scale, this diversity helps you to rethink what you are doing under different glasses. When you think about why innovative product development methodologies such as Design or Maker Thinking are so successful, then think about the team composition in Design Thinking, and voilà, you`ll discover that looking at a product and solution from very different viewpoints will facilitate a complete different way of building the solution than siloed and monolithic

Here are some approaches to consider. 1. Make psychological safety in your team a priority. 2. Over-communicate across relevant channels 3. Build Fast Feedback Loops and mechanisms 4. Remove roadblocks to enhance productivity 5. Equip with the latest/relevant tools and technologies 6. Invest in continuous learning and industry+technology relevance. 7. Amplify behaviors and practices that result in "team-wide" success. 8. Codify these practices and behaviours to build a culture of growth

Um modelo de sucesso é utilizar o RH para fazer o acompanhamento da equipe, buscando aspectos pessoais e emocionais que podem resultar em falta de motiva??o e engajamento da equipe. Um profissional de RH tem um posicionamento externo à equipe e, de certa forma, neutro em rela??o às demandas. Ignorar estes aspectos pode levar a um risco de fracasso no médio prazo.