Virtual Team Management

In many cases, the development of telework involves the creation and management of a virtual team. Teamwork is important in many businesses and need not be an obstacle. After all, there are many types of teams—and most already have a ‘virtual’ element:

• An orchestra is a team of musicians. They meet to perform together a dozen or more times a year, they meet in sections (brass, violins, etc.) to practise and rehearse, they play together in quartets of chamber ensembles and they practise on their own. A teleworker, on his or her telework days, is similar to the musician who is practising on his or her own before rejoining one of the larger combinations (when back in the office).
• A sports team is a team of athletes. They also perform together, train together or in smaller groups and also follow their own personal fitness programs, away from the rest of the team.
• Some teams might train together but then work totally on their own for a shared objective.
• Some teams might meet only once or twice a year for a conference or team building event, spending the rest of their time working largely on their own. A travelling sales force is one example.
• Other teams will never meet, such as an engineering consultancy firm designing and building an oil refinery with designers in Houston and Singapore, management in Perth and London, operational staff in Singapore and Delhi and day-to-day management on site outside Mumbai.

Individuals, including managers, sustain each of these teams. They show collective responsibility for the shared objectives and also understand their individual responsibilities. Each team also relies on the organisation’s support for their success. This support is demonstrated by ensuring that the organisation’s culture is appropriate, leadership is effective, staff training and skills are adequate, appropriate processes and workflows have been developed and that the technology used is supportive.

Another characteristic of successful teams, whether virtual or not, is the recognition that the team process is all about relationships and shared values. It is important to assess the make up and characteristics of the team and to incorporate the organisation's values when planning activities and agreements. Team relationships should be based on centralised knowledge, streamlined knowledge transfer and clear communication processes that help to align expectations. Relationships also require transparent and consistent communication and use of information and the involvement of all team members in developing solutions. Sound relationships and shared team values can help prevent a breakdown in effective working arrangements.