Tag: Trust

Ultimate Guide to Building and Managing Virtual Teams

Guide to Building and Managing Virtual Teams

Virtual teams are growing in popularity since many companies continue to grow and expand in different areas. But sometimes learning to manage a team that we can’t physically see every day can be difficult. When we learn how to manage our local teams, as well as our virtual teams, we can form a group that works together to increase productivity and provides a new perspective on any project.

We will be covering the following topics in our ultimate guide to building and managing virtual teams (click on a heading to go directly to that section):

Virtual Team Building Events - Remote Team Building

Setting Up Your Virtual Team

One of the key challenges in managing a virtual team is creating one in the first place. The manager must find employees that can work well under minimal supervision and can function with different types of technology. Don’t let geographical differences hinder the team you want to create.

When employees are happy and work together, they work harder to accomplish the job. When establishing your virtual team, it’s more than just employee skills and abilities – you have to consider how they interact with each other and socialize in a group. Some of these things you may not know in the beginning, but some of them you learn along the way.

Related: Virtual Team Building Activities for Remote Working Teams

Choose Self-Motivated People with Initiative

One aspect of working on a virtual team is the ability to be self-motivated and self-disciplined enough to finish the job without someone looking over your shoulder. When building your virtual team, choose team members that show self-motivation characteristics, such as making goals and having strategies for completing assignments. If looking to utilize current employees, look for employees who have had a proven record for getting assignments done and sticking to what they want to accomplish. If hiring from outside the company, look at the person’s resume and see what kind of success they have had and how they reached it.

Characteristics of a self-motivated person:

  • They don’t fear failure
  • They have definite goals
  • They make plans
  • They are flexible when faced with a problem

Face to Face Meetings at First (Kick-off Meeting)

Even though virtual team members will be working apart from each other, it is important to start the team in the same location, usually through some type of ‘kick-off’ meeting. At this first virtual team meeting, members are introduced to each other and usually exchange contact information. The manager would then usually introduce the goals, assignments, and future projects for the group. This is the time where team members can ask questions, discuss availability, and plan for what they will be doing during the upcoming projects.

If geography is a problem for gathering everyone together, try to find a central location that is a fair distance from everyone involved. In some cases, team members may need to be present by phone or video to be a part of the meeting. Setting up a one-time video meeting or conference may be the only way to get some face time between all participants. Having that initial face time is very important to the overall success of the team.

Diversity Will Add Value

Any team leader wants a team of employees that can all work hard and accomplish their goals, but in the same instance, a team leader needs each team member to be different in their own way and utilize what they have to offer. Each member of the team is different and has a different set of skills that they excel at. They can provide different ideas and opinions that can be shared with others and create a new, unique perspective. When we bring a diverse group of employees together, they are not only able to use their diverse skills to complement each other, but they can ensure their part of the project is done to the best of their abilities, making the overall assignment a great success.

Benefits of a diverse workgroup:

  • Various ideas and perspectives
  • Each employee excels at their skillset
  • Contributes to the group as a whole

Experienced with Technology

One of the most important aspects of a virtual team member is the need to be experienced with various types of technology. Team members will be in different locations, but will still need to keep in contact. Many ways employees accomplish this is to communicate by phone, email, fax, or even video phone. A member of a virtual team must know how to operate different forms of technology to stay connected to other employees and management.

Related: How Your Team Members Can Become Good Digital Citizens

Assignments and projects are often sent by electronic files in a variety of programs and shared among the group to edit and sent along. If team members do not have a high level of knowledge when it comes to technology, they may not be able to function well on a team that relies so much on it. Current knowledge as well as keeping up-to-date with new and emerging technologies is required for today’s teleworker.

Personality Can Count as Much as Skills

Many people can master a certain skill set or become experts in many abilities, but their personality while they do it is what can set them apart. The same thing goes for a virtual team. An accounting team full of employees that can balance a budget is great, but if their personalities don’t work together and they don’t have personality in their assignments, the experience is not as productive and can even have negative effects. When choosing employees to join your team, look at their personality and how they present themselves. These traits will speak louder than their skills alone.

Avoid negative personality types:

  • “Negative Ned/Nancy”
  • The “Downer”
  • The Gossiper
  • The Antagonist

Rules of Engagement

The rules of engagement on any team are an important base to build on. With a virtual team, it can be a crucial part of the team plan. These rules include basic concepts of who to contact and who will be in contact with them. Some organizations have nicknamed it ‘the phone tree’, in which a chart or graph is created with employee names and channels in which they can use to contact someone else. This is important to establish with your virtual team members to let them know where they can go with any problems or concerns so they don’t feel lost when they are in an area by themselves.


  • Who do the employees contact for help?
  • Who do they work with on a regular basis?
  • Who do they contact with a complaint?

Setting up Ground Rules

Ground rules are guidelines that help form appropriate group behaviour. By setting up ground rules at the beginning of your team’s formation, it will help stop some problems before they begin. Many ground rules start with employee behaviour, such as how to treat each other and some sort of ‘code of ethics’ but also include basic rules about behaviour at work, such as deadlines and basic workplace behaviours. Other areas for ground rules include project deliverables, such as following deadlines and procedures for presenting an assignment. One commonly overlooked set of ground rules are rules for employee work hours, including attendance policies, procedure for calling in sick, and rules for clocking in and out. Although there are many areas to cover when establishing these rules, the team will run smoother when everyone knows what they can and cannot do.

Related: 13 Bad Habits to Avoid When Working Remotely


  • Email usage
  • Contact procedure
  • Project deliverables and deadlines
  • Employee respect
  • Employee acknowledgment
  • Adhering to employee schedules

Icebreakers and Introductions

Icebreakers and introductions are very important tools to use at the kick-off meeting. Introductions are especially important since it allows the team to get to know each other before they begin working together and are required to communicate back and forth. Icebreakers are a fun way to get each employee to interact with the team. This is often done with a small game or involving everyone in a group activity. In these activities, team members share their name, job title or position, and some sort of fun fact, such as their favourite hobby or vacation spot. Icebreakers and introductions allow team members to relax with one another by talking about themselves and learning things about their fellow team members.

Example Icebreaker activities:

  • Talk about favorite foods
  • Group people by common job duties
  • Compare hobbies

Related: Activities for Building Teams

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Virtual Team Meetings

Virtual Team Meetings

Now that you have your virtual team assembled, the next step is to effectively hold virtual team meetings with all of them. Just because your team members aren’t at a table in front of you doesn’t mean you can’t communicate with them and guide them during a project. As with a normal meeting, there will be an issue with setting a good time, ensuring everyone shows up and making sure you deliver all the right information. The key is learning tools that can help you run a successful meeting, in person or virtually!

Scheduling Will Always Be an Issue

Virtual teams have a harder time scheduling meetings because the employees are not in the same location. Some team members are in different time zones, others work different hours while the rest may be constantly traveling. One tip for managing the employees’ time schedules is to keep a log or chart of an employee’s location, working hours and where they could be assigned later. With this tool, you can determine prime times to hold virtual meetings that won’t conflict with someone’s schedule.

If different meetings need to be held, plan a schedule with the team members regarding a rotation of team members staying late or coming in earlier to cover meeting times. Many employees are happy to abide by a schedule in which they can give their opinions. Be sure to remind the team members of any consequence that can occur for not sticking with the schedule or not participating in the meeting, such as written warnings and disciplinary actions on their employee record. Understand that employees may still be hard to schedule even with adjustments. So have an alternate solution handy in case a team member cannot attend team meetings. Be flexible with team members that attend meetings outside of their normal work hours, offer the next day off or maybe a half-day.

Have a Clear Objective and Agenda

An agenda is very important to have in any team meeting and is more so in a virtual meeting because it keeps everyone on the same track. Outline what you want to discuss and accomplish from the meeting and jot down ideas on how you can make them happen. Include specific topics that need to be reviewed and events that have happened with the team. Team members need to know there a clear objective to the meeting and that it is not a waste of their production time. Share your agenda with the rest of the team so they can be aware of the purpose of the meeting and what they can contribute.

Tips for sharing your agenda:

  • Include it in a mass email so team members can read ahead of time.
  • On video calls, have the agenda displayed at all times on the screen.
  • For conference call meetings, read over the agenda first and allow team members to take notes.

Solicit Additional Topics in Advance

Soliciting ideas before the actual meeting is an important tool to use when creating your agenda for the meeting. Speak with your team members and ask if they have any additional topics they would like included in the meeting agenda. Sometimes after the team members are aware of the original agenda, ideas or topics are added to the plate, either by management or other employees. However, don’t leave these new topics as a surprise for the other meeting attendees.

It is important to share these additional topics with team members before they ‘arrive’ at the meeting so that they can be prepared and don’t feel as though they were blind-sided. When employees know of the meeting topics ahead of time, they can research the topic ahead of time and be able to make a meaningful contribution when they participate in the next meeting.

Discourage Just Being a Status Report

Status report type information can be sent through email or other electronic messages because it often does not include much of a response from the team members. It is generally one-sided information that is meant to be informative, not discussed in depth. One of the problems of a virtual team meeting is that the moderator will do most of the talking and presenting, leaving the other team members feeling as though they are only there to hear the latest status report. The same can go for team members that come to the meeting to share their information and then sit out for the rest of the time. Encourage team members to ask questions and take notes of the information given. Set aside time for team members to share ideas and engage in conversation or debate about the meeting topics. These meetings are meant to be a time of learning and interaction, not just one-sided information sharing.

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Communication in Virtual Teams

Effective communication is a key component to any successful business. It is especially important when managing a virtual team because not only do you deal with traditional communication problems with employees, but virtual teams can face more obstacles trying to keep in touch. Learning helpful tools and techniques for effective communication can take any virtual team a long way.

Related: Communication Outcome Based Team Building Activities

Poor communication among team members and team members has been shown to cause low employee morale and a decrease in productivity. Sometimes team members can feel unsure about approaching you or are not sure what to do when they have a problem. Encourage your team members to engage in two way communication and ask questions when they receive new information. When they know who they can come to in a jam, they will feel more comfortable communicating their needs.

Early and Often

Early communication means not waiting for a problem to happen before addressing it. Check-in with your team members regularly, whether by phone, email, conference, etc. Don’t let the team members struggle through a problem over a long period. Don’t wait for them to contact you; reach out to them to offer help. Contact each team member often and follow up after any problems they have reported. Keeping in touch with each team member not only cuts down on large problems, but it shows your support in the employee and can boost their morale substantially.


  • Create a regular schedule to check in with team members
  • Find what methods work best for each team member
  • Keep track of small problems that arise early to prevent bigger ones later

Rules of Responsiveness

Communication is a two-way street and can shut down when one side doesn’t contribute or doesn’t act on their responsibility. When outlining communication techniques with your virtual team, one aspect to cover is the rules of responsiveness. Determine which forms of response are appropriate in various situations. Do you need a response right away? Is it something they can reply to later? Will you need a short or long response? When sending communication to team members, let them know how soon they need a reply and how soon you expect to hear from them. Team members need to understand that the communication you exchange with them is very important and that they need to respond promptly.

Face to Face When Possible

Sometimes communication needs to be made in person or face to face. Communication over the phone or email can often be skewed because there is a loss of tone and body language. Although this can be hard with a virtual team, there are ways the manager and employees can work together. If distance is somewhat small, arrange a time for team members to meet either at your office or theirs. If the distance is too great, the next best option is to use some sort of video message system, such as Skype. Although it does not replace in-person meetings, it allows the manager and team members to talk ‘face to face’ and monitor their tone and body language signals. Sometimes long-distance communication just can’t deliver an effective message – so never underestimate the power of talking in person.

Choose the Best Tool

Every form of communication has an appropriate tool to use with it. Some information can be delivered by informal methods, such as email or telephone calls. Informal methods are great to use when a short or quick answer is needed rather than a longer response. Participants can share information quickly and then continue with their work. Other messages should be delivered more formally, such as face to face talks or even in a team meeting.

Formal methods are better used for in-depth messages and descriptions. The information is often lengthy and may require explanations or presentations. Formal methods also allow participants to ask questions or add their input. To choose the best tool, the manager should determine how urgent the message is, how quickly it needs to be received, and what kind of response they are looking for. Once they determine what is to be shared and what they need in response, they can then choose the best tool for the job.

Be Honest and Clear

One of the pitfalls of team communication is that we try to hide information from each other. Managers will try to ‘sugar coat’ a problem within the company or employees won’t mention how hard they are struggling with an assignment. When speaking with your team members, don’t try to hide facts behind blurred words. If you have to deliver bad news, be upfront and let them know what is going on. If you need to change something they are doing or working on, be clear as to why and the effect it will have on them. When we try to hide facts or information, team members can become skeptical and will eventually lose their trust in you.


  • Remain honest, even if it is a negative aspect.
  • Speak clearly and don’t hide the fact behind ‘sugar-coated’ words.
  • Ensure the team member is clear about what they hear (Any questions?)

Stay in Constant Contact

Nothing can be more frustrating than trying to reach a manager that has fallen out of touch. Team members need to be able to reach you during regular business hours and should always have a source to contact outside those hours (i.e. on-call, second shift manager). It is especially hard for virtual team members since they cannot always physically contact you and will need some other way to speak to you when needed.

You need to stay in constant contact with your team members and ensure them that you are there for them when they need you. Some examples include sending daily emails to check on progress or making regular meetings to follow up with team members. Make a note of team members that need your assistance more often and be sure to check up on how they are doing over time. By staying in contact now, you are helping to prevent further problems later.

Don’t Make Assumptions

We all know that old saying of what happens when we assume. A common problem in communication is assuming that we have delivered all of the information needed or assuming that the team members will not have any trouble with their work. These assumptions can cause us to leave our team members out to dry and cause them to feel as though you are not there to help them. The team can begin to resent you and may feel too uncomfortable to ask for further information.

Ask for team members to follow up on any information they receive, especially if they have questions or concerns. Periodically check on each team member’s productivity and ask if they are having any difficulties or need another problem addressed. Your team members can benefit from your guidance, so don’t assume they will make it on their own without you.

Set Up Email Protocols

Email is one of the most important forms of communication on a virtual team. It allows a person to send a message from anywhere, and at any time. Unfortunately, it can often be misused and can lead to confusion and upset team members. When the virtual team is formed and introduced to using email, introduce the team members to the rules and regulations of using email for contact purposes. Outline when it should be used in different situations and stress that is it for company business, not personal usage. Many companies require employees to sign a form acknowledging that they are aware of the email protocols and will abide by them. Again, don’t assume your team members know the protocol and follow up with them to check for any questions.

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Building Trust

Building Trust in Virtual Teams

Creating an open and honest environment in the workplace is a key factor in keeping employees happy and productive. On a virtual team, it is just as important to remain open with your team members and keep them in the immediate loop of information. Since they are not always in a central location, it is essential to keep them updated on current happenings in the company and their department. When the team members feel included, they learn to trust you and will look to you when they have questions.

Related: Trust Outcome Based Team Building Activities

Trust Your Team and They Will Trust You

Trust is a key component in any relationship, personal or professional. Virtual teams can have additional problems with trust when they are not always in each other’s company. They can be unsure about what is being said or if they are doing as well as they should. As a manager, it is important to show your trust in your employees first. Show them that you trust them to complete their work and trust them with crucial information, such as potential job reassignments or even closures. When the employees feel as though you trust them, they can, in turn, learn to trust you. They will instill their trust in you and confide in you when they have concerns or are worried. This trust not only builds a stronger relationship among the employee and manager, but also the entire virtual team.

Beware of “Us vs. Them” Territorial Issues

Often when management tries to solely run a team without regard to its members, the employees can begin to have that “Us against Them” mentality. They begin to believe that management is only looking out for management or does not value the opinion of the team members. This can cause further resentment from employees and can affect the whole team’s productivity. Remind your team members that you are on their side and that you realize that the team works together to accomplish the same goal. Let them know that they are included in many of the decisions made (although not ALL of them) and that their presence on the team is valued. When team members feel as though they are part of the working machine, they are less likely to feel like an opposing force.

Share Best Practices

A form of ‘best practice’ is loosely defined as a practice that has proved productive in the past and has results behind it to back it up. Sharing best practices with your virtual team can be a great move when faced with some of the same situations. Common forms of sharing these practices including sending them through email or forming some kind of instruction sheet. Some team members may need to be counseled in person or shown how to follow a process step by step. Sharing these practices shows trust among team members and trust that they can continue the chain of success.

Best practices:

  • Processes/procedures that have worked before
  • Can be shared several ways, including email, videos or personal instruction
  • Consult with team members regarding alterations/variations if needed
  • Follow up with team members to ensure comprehension

Create a Sense of Ownership

One overlooked method of building trust among your virtual team is helping them create a sense of ownership. Team members feel more passionate about their jobs when they feel as though they not only have a part in the team’s success but can feel as though their part is essential to the overall success. Although it can take a good amount of time to help a team member establish their sense of ownership, it can prove beneficial for everyone in the long run.


    • Ask what you can do to accomplish something
    • Encourage every new idea
    • Make a plan and put into action

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Cultural Issues

Cultural Issues in Virtual Teams

Cultural issues in the workplace have been a hot topic for many years. They are more than just demographics and cannot always be detected right away. Even though team members may be from the same office or a similar location, each one has their own unique culture and following. It is important to embrace these differences and acknowledge the cultural issues that may be present. This can help the team build successful relationships with each other and prove more productive in the long run.

Respect and Embrace Differences

Diversity among a group is always a good thing, but under the wrong impressions, it can ruin any team. Whether the difference is a type of culture, political opinions, or simply a difference in background, all these factors can change how a person interacts with another person and what kind of view they have.  When team members are diverse, it can keep the team from thinking on one path and stop the ‘one-track mind’. It opens teammates up to new ideas and points of view, which in turn can create new concepts for projects and assignments. Together, they can learn to not only respect their differences among each other but embrace them to create a whole new work style.

Be Aware of Different Work Styles

Sometimes different work styles on a team can be a good thing because they allow each employee to think on their own and work within a design that works best for them. Other times, it can be a real source of trouble if not properly addressed. Some team members may prefer to work alone even though they are needed on a team project. One team member may be a procrastinator and wait until the last minute to complete their assignment. The key is to learn to be flexible with one another and adjust how you approach each other. No two people work the same way, so any team, especially a virtual one, will need time to adjust to one another and learn what makes the other team member work so hard. When we know how they function, we can work in sync with them without a hitch…most of the time!

Know Your Team Members Cultural Background

On a virtual team, it can be hard to get to know your teammates personally since you are so limited in communication and socialization. Even if the members meet during some sort of meeting or conference, it can be hard to acknowledge a person’s cultural background. Some companies have an employee fill out a personal profile that can be shared with other employees, which allows them to better know the person even though they are not in the same office. When we can better understand a person’s cultural background, we can better understand why they do some of the things they do and can make them feel more comfortable on your team.


  • Provide an “All About Me” survey to gather information about team members
  • Some information can remain private if desired, such as religion or political views
  • Acknowledge cultural instances, such as holidays and rituals

Dealing with Stereotypes

Stereotypes can ruin any team relationship or bond. The sweeping generalization of a stereotype can cause people to become confused or view people in a negative light, even if it was unprovoked. Knowledge and understanding are the only tools we can use to deal with stereotypes. Get to know your team members and encourage them to get to know their coworkers. Learn more about the team member as a whole person instead of what their cultural background may have been labeled as. Through observation and interaction, the chances of anyone creating or following stereotypes in the virtual team decreases and team members can focus on the task at hand, and not each other.

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To Succeed With a Virtual Team

Succeeding with Virtual Teams

Succeeding with traditional face-to-face teams can be challenging enough, but succeeding with a virtual team can be just as hard, if not more so. Inspiring a team to create and meet goals, maintain motivation and work together are only a few obstacles when managing a team that you cannot see daily. But with effective communication and a little discipline, any virtual team can succeed.

Related: 10 Online Virtual Team Building Games for Remote Workers

Set Clear Goals

Setting goals are one of the most elementary processes that can lead to success. After all, you don’t know where you’re going until you determine what you want! Clear goals are normally set for the team as a whole as well as each individual teammate. The manager works with the team to determine what they want to achieve over a set amount of time (i.e. increased sales, decreased absences) while the employee sets their own goals about what they want to achieve as a member of the team (i.e. decreased data errors, increased personal productivity). Setting goals with your virtual team can help them stay task-focused and can make them feel as though they are making a difference on the team.

Tips for setting goals:

  • Determine what you want to achieve
  • Define a path that can help you get there (there may be more than one)
  • Decide what you will do when you reach that goal

Related: Goal Setting Outcome Based Team Building Activities

Create Standard Operating Procedures (SOPs)

A Standard Operating System is generally a company’s process or procedure that it follows in the workplace. Sometimes a company does not feel the need to document these procedures, since many people may already know it. But creating these procedures and correctly documenting them allows the manager to share them with other employees and create them as a type of guideline and resource. As a manager, review some of the procedures and processes that have worked for you in the past and try to create them into an SOP. Although it can be time-consuming, it will be worth the benefits in the end. On a virtual team, these can be especially helpful for team members who may not have experience on the team yet.  They will come to you for help and will need to learn procedures if they are to contribute to the team.

Build a Team Culture

Your virtual team is your family. Every member should take the time to get to know each other and familiarize themselves with someone else’s situation. After all, every member of the team is a human being and deserves to be treated with respect and friendliness. If team members are not able to socialize locally, allow them to have a chat room on a private server or virtual community they can come and go in to speak with other employees on a non-business level. If possible, assign projects or assignments in pairs or small groups to encourage further mingling and socializing. When the team members feel as though they are part of a family, they see other teammates as family also and will create their own team culture they can fit into.

Related: Digital Etiquette for Your Virtual Team

Provide Timely Feedback

Positive or negative, feedback is a great tool to help team members at work. On a virtual team, giving timely feedback is important to the team’s overall success. The team members need to know how they are doing on assignments and need to know if they need to change anything. Since the manager cannot randomly approach the team member to give feedback as they would in person, it is best to set up regular, scheduled sessions (such as by phone or chat) to alert the employee of any negative feedback that needs to be addressed or any positive feedback that should be shared. This will require the manager to get to know the team member personally so that the feedback sessions are not awkward or uncomfortable.

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Dealing With Poor Team Players

Dealing With Bad Team Players

When we manage a team, there will always be a time where we have to address a member, or members, that are not working well with the group. No one wants to be the bad guy, but if the employee is not confronted and not given the chance to improve, it can affect the other members of the team and could cause a ‘domino effect’ for productivity. Learn the techniques of approaching this delicate situation and look out for your team as a whole – not just one member.

Manage Their Results, Not Their Activities

When a person manages an office, they can see for themselves what an employee is doing or what they are working on. However, on a virtual team, the progress can be much harder to monitor. Because of this, it is more important to monitor the employee’s results, rather than the individual activities. If the employee is delivering great work and it’s on time, then the process of how they finish it means very little.

For many team members, having this sense of freedom and trust can boost their confidence and improve productivity. However, if a team member is not completing work on time or is not turning in projects, then this is an indication of poor work habits and the manager should investigate into what is causing the problem. Approach the employee and talk to them about their routine schedule. If needed, organize some form of an improvement plan to help them adjust their ways of completing their assignments.

Be Proactive, Not Reactive

It is better to be prepared for any mishap before it happens, which is why it is important to be proactive rather than reactive. If we wait for something to go wrong before we act on it, we cannot think clearly about what to do and it may be too late to fix. The same theory goes for team members. Do not sit back and wait for them to make a mistake before they are taught how to do something correctly. Monitor each team member’s progress and notice any minor problems they may have along the way. Speak to the team member early on when the problem started and try to find a way to guide them on the right path. This will prevent the problem from getting worse and having to use more damage control later. Being proactive will always keep you one step ahead and ready to help the employee succeed.

Check-In Often

On the same lines of being proactive, be sure to check in with your team members often. They may not always have the chance to contact you or may not want to admit they need help. Schedule some form of regular communication for informal check-in times that best work for you and the employee. Check-in can be done by a phone call or simply sending an email. This will help both of you stay on track and allows you to report any feedback that needs to be addressed. Think of it as keeping a close eye on your flock and ensuring that you are there for them if they happen to go astray.

Example forms of check-in methods:

  • Email
  • Phone call
  • Recurring group meeting
  • Video chat

Remove Them

Sometimes after a manager has tried several attempts to help an employee work well on a virtual team, they come to realize that the particular employee is just not a great fit and will need to be removed. Some employees can be too disruptive to their teammates or are not able to work independently. This can cause problems for the whole team and should be addressed right away. Before you decide to remove the team member, make sure your ducks are in a row and that you have done all you can to help them succeed, such as personal help or extra training. If you have followed all of the correct guidelines and the team member does not show any type of improvement, then you can take the next steps in removing the team member from the virtual team. Some team members may be reassigned to another department in the company while others may need to be fired altogether. Review all of their available options and determine which would be best for the company and the virtual team.

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Choosing the Right Tools

Tools for Virtual Teams

Success on any kind of team depends on the tools you use to make it work. After all, you can’t build a house without a hammer and you can’t change a tire without a jack. But having a lot of tools at your disposal does not necessarily mean you have the right ones to get the job done. The key is in knowing what you want to do and what kind of tool would help you do it.

Communication Software

On a virtual team, communication software is crucial to have and use well. Employees are far apart and cannot communicate in person with each other when they have questions. How do your team members want or need to communicate with each other? For quick and easy questions or comments, text messaging or an instant message program can be the key. But if a team member needs to ask lengthy questions to a coworker or manager, a phone call or tagged email may be the answer instead. Whichever way the team chooses to communicate with each other, it is just as important to know how to use and work the software, so be sure to ensure every member has proper training and can come to you with questions.

Collaboration and Sharing Tools

Collaboration and sharing tools allow team members across a virtual team to not only share a project they are working on but also to work with each other by editing and commenting on projects within the same program. It can be a hassle to try and email a project back and forth when one person is trying to suggest a change or add their notes. Several software programs can be added to the virtual team to help make the collaboration process go more smoothly among team members. Many of these tools allow team members to upload a file for several others to see at once. Others include comment or adjustment features and can save any progress made after each person touches the file. These types of tools can make a virtual team run better and allows them to work as a team rather than several individuals trying to reach the same goal.

Project Management Software

Project management software is aimed at managing the different aspects of a project, such as budgets, productivity, scheduling, communication, and even employee evaluations. There are many different ways of keeping track of this information, and companies normally take a different approach depending on the situation. Virtual teams generally have some sort of web-based management program, such as web application for clocking in and out or keeping track of employee absences.

Other software options can include a program installed on the employee’s desktop that can monitor their progress over a period of time and can show the employee what kind of progress they are making. Although we don’t want to feel as though we are micromanaging our employees, it is necessary to implement some form of project management software for the team to use. While some may not like the approach to managing their projects, they will feel relieved when the time comes that they will need your feedback and guidance.

Use What Works for You and Your Team

Every manager has an opinion about what methods work and which ones do not for a virtual team. But only you can decide what works for you and your team. You know your employees and you know what would be the best way to communicate with them when you need to. Sometimes this can take some trial and error to see what forms of communication work best for the team as a whole. Some may communicate better by email while others are more comfortable talking on the phone. Many employees communicate using many different methods, depending on what kind of response they will need. The best part about having so many tools at your disposal is that you can use a combination of them to achieve what you and your team need to do.

Use the method, or methods, that get(s) what you need:

Email/text messaging/phone calls – short answers and quick information delivery, such as a meeting change or a quick clarification question.

Group meetings/individual meetings/video chats – in-depth and lengthy information given; usually requires explanations or discussions from both sides. This includes discussion of employee progress, business reports, or company changes.

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Getting Your Team On Your Side

Getting Your Team On Your Side

“It is wise to persuade people to do things and make them think it was their own idea.” – Nelson Mandela

Today, we are looking at the ways you can bring your team to your side. Particularly, we will discuss the persuasive techniques of appealing to your team members’ emotions and reason.

Appealing To The Emotions Of Your Team Members

Emotions have always been a driving force for people’s behavior. Advertisers appeal to emotions all the time; they tell you that so-and-so beauty product can make you feel confident around the opposite sex, while so-and-so theme park can make you forget all your worries. There are those who begin a relationship based solely on how the other person made them feel. More so, advocacies, political campaigns, and even wars are waged, based on a collective sense of anger, contempt, or injustice.

Related: Trust Outcome Based Team Building Activities

Thus, you can never underestimate emotions as a way of influencing and persuading other people.

Why are emotions powerful? For one, emotions heavily influence a person’s sense of comfort and general state of well-being. Positive emotions make us feel good, while negative emotions drive us to do something to make us feel good.  But more so, emotions connect all of us to the “human” side of ourselves . Almost all emotions are universal and can cross race, religion, age, and social status.

How you can add some  emotion when you communicate with your team:

Focus on positive emotions as benefits.
If you want to bring a team member to your side, tell them how well the proposal will make them feel. For example: if you want to convince your spouse to take you on that dream vacation, describe how relaxing a day you’ll have. If he can picture it in his mind, then you’ve succeeded.

Focus on a negative emotion, and then add a call to action.
Negative emotions are powerful in influencing behavior because they bring about a sense of dissonance in a person. All people want to feel good, which is why anger, sadness, shock, or indignation doesn’t sit well with most. An example of using a negative emotion to bring people to your side is describing the horror of an accident in order to convince people to wear their seat belts.

Show that it’s personal.
Instead of focusing on the other person’s emotions, you can focus on communicating your own. An effective way to persuade your team members are to show that your conviction is borne of a personal experience, and that you are emotionally attached to an idea. For example, showing your excitement verbally and non-verbally while explaining an ideal can show that you really believe in what you are pitching.

Emotions can be communicated through body language, variations in voice pitch, intonation and emphasis, directly saying what you feel or what you want the team members  to feel, and painting a picture of situations where an emotional response is expected.

Related: Communication Outcome Based Team Building Activities

And don’t forget: to use emotions effectively, use the appropriate amount. Less can be more, so don’t overdo it!

Use Facts To Appeal To The Minds Of Your Team Members

While emotions are a powerful influence to people’s behavior, we all know that people are not just a bundle of emotions. Some situations require an appeal to the mind instead of the heart. An effective communication must make sense. More so, it must have basis in facts.

Facts create persuasive arguments because there is no way to dispute facts. If something is true, real, or verified by research, it has to be accepted. More so, presenting facts in communication show the extent that you have studied a subject, which in turn shows that you are serious in what you are saying.

There are two skills that can help in the use of facts during communication with your team:

The first skill is the ability to separate fact from opinion.
Facts are objective data, and can be verified by credible procedures such as empirical research or expert opinion. It is considered true on the basis of actual evidence. An opinion, however, is a subjective statement that may be based on personal interpretation.

The second skill is the ability to create logical arguments from facts.
Facts can’t be disputed, but you also have to use them properly in order to give them impact. Arguments from facts have to follow the rules of deductive or inductive reasoning.


For best results, use both emotion and facts to influence your team. After all, people use both their heart and mind in their daily lives, and addressing both is a more holistic approach to take.

The key is in being consistent, so that there isn’t a dissonance between the emotional and the rational side of your communication. Done correctly, appeals to emotion can balance the coldness of reason, and facts can temper strong emotions.



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Motivating Your Team to Action

Motivating Your Team to Action

“Leaders must be close enough to relate to others, but far enough ahead to motivate them.” –  John C. Maxwell

As team leader, you cannot do your teams’ work for them. You have your own work to do. Your goal is to develop your team to the point where you can delegate tasks without a lot of oversight. To be a true leader, you must enable others to act responsibly and not encourage bad habits by compensating for them or overlooking them. The goal of a team leader is to empower others to work. To the extent that you can do this is the extent that you will be successful.

Encouraging Growth in Your Team Members

A positive attitude is essential if you are going to encourage your team. No one likes to fail and many take it very personally. While failure should never be rewarded, an understanding attitude and positive outlook can work wonders. A child only learns to walk by falling down many times. The focus is not on the fall, but on getting up. The goal is to walk…then to run.

Meeting with a team member one-on-one is important to positive motivation. Here again, you must use the power of listening. Avoid blame when something goes wrong and focus on the reason for the failure. You may learn someone needs more training, more self-confidence, or more freedom. You may learn someone does not have the tools needed to be successful. You will never know if you don’t ask questions and listen – or worse, if you berate the team member for a failure.

If someone is willfully defiant, then feel free to be stern and resolute. Take disciplinary action if necessary and document the conversation. If you allow someone to be defiant or lazy out of a misplaced concern for his or her feelings, you will be performing a great injustice against the rest of the team who are working hard. In most cases, people really do want to do a good job and they have a sense of pride when they meet a challenge.

Creating Mutual Respect in Your Team

You will never be worthy of your team’s respect if you don’t give respect. Respect should be given to everyone at all levels unless they deliberately do something to lose that respect.

Related: Leadership Outcome Based Team Building Activities

You need to build respect in other ways as well. Be visible to your team members. Show them you are available and interested in knowing everything about what they do. Develop and demonstrate your knowledge of the organization and details of the product, service, or operation. If you are perceived as being knowledgeable and can answer questions, you will not only earn respect, but will motivate others to learn as well.

Earn the Trust of Your Team

Respect inevitably leads to trust. Do what you say and say what you mean. Under-promise and over-deliver can help manage expectations. If you are given a task you know will take you one hour, say you “should” have it done in two hours. You never know when you’ll get a phone call that eats into your time or when an emergency may pop up. If you get done in less than two hours, you will be perceived as a hero. If not, you can call and apologize that it will be “a little later” without much trouble because you said you should have it done. You didn’t promise that you would have it done. If people feel they can rely on you, they will trust you.

Related: Trust Outcome Based Team Building Activities

Let your team know that you are not asking them to do anything you would not do yourself, or have done in the past. Work hard and be seen working hard. If you come in early and see others who are there early as well, stop by and simply mention that fact positively. A simple word of recognition will go a long way to earning respect. Without respect, you will never have loyalty and without loyalty, you cannot trust your team. Without mutual trust and respect, your team cannot accomplish great things.



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How To Earn The Trust of Your Team

How The Earn The Trust of Your Team

It can be difficult to earn the trust of your team, especially if you are a new team leader. If your team does not trust you they will not accept your leadership. When there is a general feeling of mistrust in a team no amount of team building will motivate the team members to work together. To create high performing teams, you have to prove yourself as trustworthy. Your team needs to believe in you as a person and a leader.

Related:Trust Outcome Based Team Building Activities

Earn Trust Through Self-Disclosure

People tend to only trust people that they know and understand. When you first start a team, it is important that you share your background with the team. Encourage the team to also share information about themselves and create opportunities for the team to socialize together such as team building activities. The better the team members get to know each other, the easier it will be for them to trust each other.

Earn Trust By Keeping Your Promises

As a team leader, it is important that you only make promises that you can keep. Going back on your word is the surest way to lose the trust of your team. When you make a commitment, take full responsibility for seeing it through. It may mean saying no to some requests, but it is better than under delivering on a promise. It is essential that you know your limitations.

Earn Trust Through Open Communication

Communication is another essential component of trust building. When team leaders keep their team informed, they send a clear message that they trust their team members. When you give trust, you gain even more trust back.

Related: Communication Outcome Based Team Building Activities

Earn Trust By Being a Role Model

People respond well to leaders that inspire them. A team will more readily trust a leader who consistently demonstrate high quality behaviors such as:

  • Honesty
  • Integrity
  • Loyalty
  • Fairness
  • Authenticity

Earn Trust Through Accountability

Team leaders will earn their team’s trust when they take ownership of their actions and decisions. It is easy to take ownership when things are going well, but team leaders show themselves trustworthy when they accept responsibility when things go wrong.  As a team leader you should also encourage accountability in every team member. This can be effectively accomplished through the team charter and it will ensure that team members cannot hide behind the team.

Earn Trust By Being Present

For your team to trust you, they need to know you are there for them. Listen to your team, hear what they are saying and use questions to understand their situation. Do not limit your communication to emails and memos, but meet face to face with your team regularly.  Make sure that you give lots of praise and encouragement, the team need to know how much you appreciate them.  Also, be aware of how you use body language so that you do not say things you do not mean through your actions.

Earn Trust By Giving Credit

To earn a team’s trust leaders need to be less concerned about their own profile and more concerned about the team’s profile. Let the team share in the credit and glory. A great team leader is a humble one.

Earn Trust By Establishing Credibility

In a new team, it is likely that individual members know much more about their jobs, organization and situation than you do. Learn from them, learn what they do and how they do it. Find out what works and what does not work, and fix problems where you can. Learn as much as you can as soon as you can.

Source: www.mindtools.com


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The Importance of Showing Trust in Your Team of Leaders

The Importance of Showing Trust in Your Team of Leaders

Your team of leaders is made up out of individuals with unique traits and qualities. You should always remember that they made it onto your team for a reason. Trust that you have taught them well and rely on them to do a good job.

Related: Trust Outcome Based Team Building Activities

Do Not Micromanage

There is sometimes a thin line between assuring your team leaders do an excellent job and micromanaging them. You have to resist the temptation to check constantly in on them and offer your input randomly. Resist the temptation by trusting your leaders and their abilities. Allow your team leaders to seek accountability for their actions and own their responsibilities. Team leaders, usually, perform better when they feel in charge and do not feel as though you are breathing down their neck.

You can take the following steps to ensure that you do not have to micromanage your leaders:

  • Make your team leaders accountable
  • Hire the right people from the start
  • Clearly outline your expectations of your leaders


It is essential to promote open and honest communication among your team leaders. Allow everyone to give their input, be responsive to your leaders and support feedback from others. Open and honest communication builds respect among the team and helps build trust.

Tips for enhancing open and honest communication:

  • Have an open door policy
  • Ask questions frequently
  • Give everyone a chance to speak

Related: Leadership Outcome Based Team Building Activities

Encourage Initiative

Always look for an opportunity to reward and encourage initiative among your team leaders. Reward your team leaders when they take on more initiative. Rewards can include recognition, gifts or promotions.  A team leader that feels rewarded for their hard work are more likely to take pride in their work and continue doing a good job. Remember to recognize the initiative itself, and not just the outcome.

Trust the Leaders, but Verify the Work

You can’t always assume the job is done right. There are times when work needs to be verified or reviewed. This should not be done through micromanaging, but involves periodic steps of checking in or verifying the leader’s work.  Verifying can be done by asking the team leader to send you an email when they are finished with a certain task. You can also set yourself reminders to speak with the team leader in person to check on the progress. By taking a few minutes to look over any project periodically, you can save everyone a lot of time and man hours in the event that something needs to be corrected.

Image Source: Anita Nowack



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The Importance of Trust in Building a Team

The Importance of Trust in Building a Team

As a leader or coach of a team, you will often discover many things about your team members that are personal and sensitive topics. It is a normal part of the team building process and it demonstrates trust in you as their leader. Establishing and maintaining trust is an essential part of the entire team building process. Your team members need know that your purpose for improving their performance is to benefit them personally and the team as a whole. If the team members do not feel that they can trust you, anything you say may be subject to a degree of skepticism. Building trust in your team must be a sincere desire and requires an investment of time and emotion.

As a coach or leader of your team, you should aim at creating an environment where you and your team members can discuss things openly. Having trusting relationships in your team is essential to the process of building a team. Without trust,  it is difficult to get to root causes of problems that could be hindering your team to perform to the best of their abilities. Trust is built over time and is accomplished through your actions. Trust, for you as team leader, can be defined as the ability to instill confidence and reliance in you as a team leader by being fair, truthful, honorable and competent in your leadership.

Related: Trust Outcome Based Team Building Activities

The Role of Trust in Coaching Your Team

To effectively coach your team, you have to create a trusting environment. You will not be able to inspire your team if they do not trust you. Team meetings and coaching sessions are excellent opportunities to demonstrate to your team members that they can trust you. Use these meetings and coaching sessions as a tool for building up the team members and not tearing them down.

Avoid using team meetings and coaching sessions only to deliver reprimands, sanctions or unpleasant news. You do not want to use the sessions and meetings only for addressing negative things. They should be purposeful events that occur regularly and not solely focused on negative information. Performance issues need to be discussed in a way that speaks of development rather than of punishment.

Things to avoid as a team coach or leader:

  • Degrading your team members; using negative words like stupid, lazy, slacker etc.
  • Ostracizing your team members and using coaching sessions or meetings only as a means for disciplinary action.
  • Using coaching sessions or team meetings to punish one of the team members.
  • Comparing the performance of one team member against the next.

Building Trust with Your Team

Building trust with your team takes practice and requires dedication. You have to be sensitive to your employee’s needs at all times. The following are some practical steps to help you build trust with your team.

  • Maintain a positive body language with your team members.
  • Listen attentively to your team members and talk less.
  • Respect your team members at all times.
  • Keep things confidential.
  • Keep your promises.
  • Be honest and transparent with your team.
  • Be Confident.
  • Tell your team members that you believe in them.


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