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E-Mail Tip #18 - Stress in Remote Teams

Guest post by: Robert Whipple

Article Overview: In a global environment, many people work in remote teams. E-mail exchanges between team members can cause great stress if we are not careful. This article gives a classic example of the problem and suggests a remedy.

E-Mail Tip #18 - Stress in Remote Teams

With increased globalization in most companies, geographical issues in fragmented teams are becoming more common. This is a note written by Alice, located in Phoenix. Alice is the supervisor of a small group of engineers who are designing an electronic module that will be used in a future pacemaker. The project manager, Walter, is located with the pacemaker prime design team in Boston. Here is a note from Alice to Walter.

• "We have tested your newly designed timing module using our standard card and our most recent upgrade. Unfortunately, we keep coming up with the same timing fault with your new design. Before your most recent change, we had no problems with compatibility. Since the unit needs to work as an integrated system, we recognize there is a lot more work to be done on your end before the system will be reliable."

On the surface, the words depict a technical discussion involving the functioning of a new generation pacemaker. However, the body language in this note is clear. There are two polarized groups with little trust between them. Each group is going to work hard to prove the other area is at fault rather than work together on a true system solution. One obvious clue is in the way Alice uses "we" and "you" in every sentence. This polarity will cause incredible hurdles for both teams until there is a change in attitude.

If you are a leader and sense this kind of parochial thinking between remote groups, you need to step in immediately and explain the advantages of mutual trust. The specific corrective action will be situational and depend on the severity of the case or the intransigence of the groups or individuals. At a minimum, getting people together physically a few times each year for some bonding time is one technique to establish trust. After that it is up to the leader to set the expectation that both groups need to operate as a single team going forward. Sometimes cross assignments of team members can assist in breaking down barriers.

To illustrate a better approach, here is the same note reconfigured with more cooperative body language.

• "Hi Walter, The tests of compatibility between the newly-designed timing module and the card keep coming up with timing faults. I am sure with the talent we have in our combined groups, we can come up with the source of this problem and fix it before the planned announcement. If we can get a few engineers to work in the same lab for a few days, I am sure they will uncover the problem. I volunteer to send three people to Boston starting as soon as you wish, if that would be helpful. I will come myself to help out if you think that is wise. Please let me know."

This note has the same technical information, but a completely different tone from the first note. Alice has demonstrated by her choice of words that her vision is a united team, capable of solving any issue by working together. She goes out of her way to make the initiative for travel rather than dump the problem in Walter's lap.

Getting remote teams to work better together is becoming more of an issue as the number of international teams is expanding. Regardless of geography, there are some notes that all of us dread writing. These are the notes that can keep us up at night.

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Article Tags: email, Global, Leadership, stress, trust, Virtual Teams



Related Forum Posts
Re: Infographic: The 4 Main Stress Factors - I'd like to reference that article in my next blog post as well.. I worked in sales for years and found that days when I was positive, relaxed where days that it was easy to sell. On days that I was stressed I found I would not reach target. Stress is good at times, but it very easily becomes problematic. I do a lot of very physical exercise and work now, to manage it.


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