People are working virtually and are struggling. A report from the Economist Intelligence Unit found the top 3 primary challenges for European Executives managing a virtual team:
- Misunderstandings due to differences in culture, language, inability to read people’s expressions, etc
- Difficulty in leading teams remotely
- Difficulty in building camaraderie and trust
We understand! In our work with business leaders, managers and teams who work virtually, we find the main reason why they struggle is that they are leading and working as they would with colleagues onsite, and this will not work. Technology and distance changes how we relate to each other, how leaders influence, and how we build connection. To succeed leading and working virtually, leaders and teams need to develop virtual competence – the knowledge, skills and ability to understand the impact of technology on building relationships and achieving results, and to respond effectively with colleagues, customers and other stakeholders in different geographies.
Our approach is based on research from universities, where they have developed theories and models which have been extensively tested. We have unearthed the key learnings from these studies and tested them with business leaders, managers and teams. Consequently, our advice is grounded in robust research with effective application. This is due to the collaboration of Professor Surinder Kahai and consultant Theresa Sigillito Hollema, who are exemplars of virtual working since they reside on two different continents.
To see how you can support your team or organization to develop virtual competence, please contact Theresa for more information. email@example.com