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Criteria for Success: Characteristics of Top Virtual Leaders and Team Members
| Guest post by: Richard Lepsinger |
Article Overview: The most effective virtual team leaders balance both the execution-oriented practices and the interpersonal, communication, and cultural factors that define virtual teams. Therefore, organizations should select leaders who possess those key characteristics.
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Criteria for Success: Characteristics of Top Virtual Leaders and Team Members
The most effective virtual team leaders balance both the execution-oriented practices and the interpersonal, communication, and cultural factors that define virtual teams. Therefore, organizations should select leaders who possess those key characteristics. When assigning a leader, take the time to select the individual with the appropriate skills-and not just go with the first person to volunteer or someone who already happens to lead a team or the person with the best technical skills. In addition, periodically assess the leaders' effectiveness and provide targeted feedback about how they can enhance their performance. Great leaders will be happy to learn what they can do to keep improving. Leaders should also ensure that their virtual team members have the skills necessary to effectively collaborate from a distance. People who are motivated and are able to work in a self-directed manner, have a tolerance for ambiguity, are strong communicators, and are collaborative will be more effective on virtual teams. According to OnPoint's research, the most important characteristics for virtual team members include strong interpersonal skills, initiative, and flexibility.
A recent BusinessWeek article (BusinessWeek June 2009) presented findings on what personality traits make for good virtual workers. While one might assume that introverted people would be more likely to thrive in a virtual setting, the study found that it was actually extroverts who fared best. It was discovered that extroverted employees were more adept at finding ways to stay connected to others, no matter their location. The study also showed that being structured and organized is essential for successfully working virtually, and that disorganized employees were less successful.
Organizations generally need to make sure team members have the appropriate skills for tackling particular tasks. Laszlo Bock of Google says, "It is important to compose the team differently based on the problem the team needs to solve or address." For example, the people chosen to help solve a detailed financial problem would most likely not be selected for a virtual team that's created to tackle a customer satisfaction issue.
However, in some situations organizations benefit from the use of cross-functional teams, in which they bring together people with different areas of expertise to address a problem. Bottom line: It is important to consider the scope of the problem to determine the criteria for virtual team membership.
You can start by establishing criteria for selecting team members. For example, a global IT virtual team in our study outlined the skill set necessary for success and then selected team members accordingly. While technical expertise in various IT areas was deemed important, the leader wanted to involve people who would work well autonomously yet who could also successfully collaborate with the rest of the team when needed.
Understanding the characteristics necessary for succeeding in a virtual environment is very important. While these characteristics may vary depending on a virtual team's goals, the following checklist can be used to help select virtual team members and leaders.
A Good Virtual Team Leader
• Delegates work and responsibilities effectively; trusts others to achieve goals Implements processes to effectively monitor work (e.g., checks in without
• micromanaging, has strong project management skills)
• Effectively manages conflict
• Is comfortable working in an unstructured environment
• Demonstrates strong communication and management skills (e.g., provides clear direction and is responsive)
• Inspires people to achieve results
• Effectively recognizes and rewards others
• Provides coaching and feedback to others; supports others
• Appropriately consults and engages others when making decisions
• Holds others accountable for meeting commitments
A Good Virtual Team Member
• Demonstrates a high level of motivation
• Effectively communicates with others (e.g., reaches out to others for help and proactively shares information with others)
• Effectively collaborates with others
• Is comfortable working in an unstructured environment
• Is able to operate autonomously to achieve goals/objectives
• Is self-disciplined
• Is proficient with technology
• Efficiently uses time and resources to carry out objectives
• Resolves work-related problems quickly
• Takes full accountability for decisions, actions, and performance
Virtual Collaboration is Not For Everyone: The Characteristics of Top Performing Virtual Leaders and Team Members
No Trust, No Team: Building Trust in a Virtual Setting
The Profile of Success: Building High Performing Virtual Teams
How to Stay Connected in a Virtual Team
4 Keys to Achieve Success With Your Virtual Teams
Five Ingredients For Virtual Success
Are You a Breakthrough Leader?
7 Steps to Improve Your Virtual Leadership and Virtual Team Effectiveness
Is Your Organization Prepared to Support Virtual Work?
Building and Organizing a Virtual Team - Strategies that Work
Leading From a Distance: Five Lessons For Success
“Twelve Essential Characteristics of MVP (Most Valuable Performing) Leaders”
The Need for a Virtual Assistant Association
SIX LESSONS FOR EFFECTIVE VIRTUAL TEAMS: A RECIPE FOR SUCCESS
Leading From a Distance: Five Best Practices for Virtual Team Leaders
Bridging the Virtual Gap: It’s All About Developing New Habits
Personal Mastery And Leadership
Small Business Success: Virtual Teams
7 Skills Needed For Effective Leadership Team Development
Virtual Teams: Success For Small Business
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About the Author: Richard Lepsinger RSS for Richard's articles - Visit Richard's website Rick is President of OnPoint Consulting and has a twenty year track record of success as a human resource consultant and executive. He was a Founder and Managing Partner of Manus, a human capital consulting firm, which he sold to Right Management Consultants in 1998. At Right, Rick was the Managing Vice President of the Northeast Consulting Practice where he was responsible to 55 professionals and grew revenue from $7 million to $20 million. The focus of Rick's work has been on helping organizations close the gap between strategy and execution. He has served as a consultant to leaders and management teams at the Astra-Zeneca, Bayer Pharmaceuticals, Citibank, Coca-Cola Company, ConocoPhilipps, Eisai Inc., Goldman Sachs, Johnson & Johnson, KPMG, Merck & Co., the NYSE Euronext, Northwestern Mutual Life, Pfizer Inc., Pitney Bowes, Prudential, Siemens Medical Systems, and Subaru of America among others. Rick has extensive experience in formulating and implementing strategic plans, managing change, and talent management. He has addressed executive conferences and made presentations to leadership teams on leader effectiveness, strategy execution, performance management, 360� feedback and its uses, and developing and using competency models. Rick has authored or co-authored five books on leadership including Closing the Execution Gap: How Great Leaders and Their Companies Get Results published by Jossey-Bass/Wiley, Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, (co-author with Dr. Gary Yukl) published by Jossey-Bass/Pfeiffer, The Art and Science of 360º Feedback, (co-author with Toni Lucia) published by Jossey-Bass/Pfeiffer, and The Art and Science of Competency Models, (co-author with Toni Lucia) of published by Jossey-Bass/Pfeiffer. His newest book is Virtual Team Success: A Practical Guide to Working and Leading From a Distance published by Jossey-Bass/Wiley. Click here to visit Richard's website   Leading From a Distance Five Lessons For Success Working Effectively in a Matrix Tips for Building and Sustaining Cooperation Influence With Impact Gain the Support and Commitment of Others Is Your Organization Prepared to Support Virtual Work Five Ingredients For Virtual Success |
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