Twenty-one years ago, I was working in Southern Sudan. A base in Lokichoggio, a UN outpost on the Kenyan side of the border, provided our logistics. Our oversight and close guidance came from the office in Nairobi. Headquarters in Switzerland directed us. 

E-mail existed. But electricity did not – at least not where we worked. Satellite phones were available but outlawed. (We had one anyway, but it was for emergency use only.) We did communicate by high-frequency radio. But that came with logistic constraints. And it wasn’t always safe to talk over the radio. Often, messages were hand-delivered. 

Nevertheless, we worked together as a team. It was clunky and had problems. But there weren’t other options. Overall, the job got done. 

Since COVID, virtual teams have become common. Many have no office or central location. Their team members are often scattered around the US or even the world. 

The value of virtual teams is often discussed and debated. Some organizations do them well. Others struggle to get them to work. Many aren’t sure if there is a benefit to them or not. 

Some perspective is needed. As I suggested above, virtual teams are nothing new. They’ve been around, functioning at varying levels of quality, for thousands of years. Consider: 

Militaries: Historically, many militaries have operated with decentralized command structures. Commanders issue orders without direct supervision but in alignment with higher-level strategy. This allows for effective management of forces that might be widely dispersed. 

Religious Institutions: Major religions have maintained consistent practices across broad geographical areas. They do this primarily through a shared system of belief and behavior. Sometimes, this is also reinforced through hierarchy. 

Businesses: Long-distance trade has been around for thousands of years. Enterprises have long employed semi-autonomous managers and representatives in distant locations. 

What hasn’t changed and has always worked

These examples above illustrate the core principles of virtual teamwork. Those are alignment around values and vision, clear and shared expectations, effective communication, and trust. While today’s virtual teams leverage new technology, the underlying principles of what makes that work haven’t changed.

 Alignment Around Values and Vision: Whether a historical military operation, an expanding religion, or a modern multinational corporation, alignment around core values and a shared vision is essential. This alignment ensures that all organization members, regardless of physical location, are working towards the same goals.

Clear and Shared Expectations: Clarity in roles, responsibilities, and expectations is vital in environments where team members are not co-located. Clear expectations prevent misunderstandings and inefficiencies that can arise from distance. 

Effective Communication: Effective communication is the lifeline of any virtual or decentralized team. Without face-to-face interactions, clear, concise, and frequent communication becomes even more critical. This was true for ancient empires managing vast territories through messengers and letters on parchment. It is as true for modern organizations using digital communication platforms to manage global teams.

Trust: Trust allows the delegation of authority and resources to take place. This is key to growth, especially in virtual contexts. Trust is often a natural result when the three criteria above are in place. Trust allows for faster and more complicated expansion. 

What has changed and can support virtual work

Digital Tools: High-speed internet allows for a connection level that has never been possible. Being able to send e-mail, share files, or hold video conferences across the globe has radically changed options for work.  

Fewer Hierarchical Structures: Many workplaces have shifted from rigid hierarchies to more collaborative work cultures. This isn’t universally practiced. It presents differently in some industries and cultures than others. But it is the trend. 

Real-Time Collaboration:  The two changes above, combined, have meant the capacity to work together ( but separately) has exploded. Next week, I have 18 meetings on my calendar. Twelve of those will be virtual and conducted between multiple states and two countries. Only six will be in person (I’m kicking it old-school by flying to three of those.) 

Should you use a virtual team? Ten questions to help you decide

Don’t go virtual just because all the cool kids are doing it. You should only consider it if: A) It is possible B) It will work – ideally better. Ask yourself these questions to decide: 

1.  What are the nature and requirements of the work? 
   • Does the work require physical presence, such as operating machinery, handling physical products, or interacting face-to-face with customers?
   • Can the tasks be effectively completed remotely with the help of digital tools?
2. How will virtual vs on-site work models impact productivity and quality?   
   • How has remote work impacted productivity and quality in your industry or within your own business? Have others made it work? What challenges have they experienced?  
   • Are specific roles or tasks more suited to one model than the other?
3. What are the team’s communication needs?
   • How critical is real-time communication to your operations?
   • Can your communication needs be met through virtual tools? Or does the quality erode without face-to-face interaction?
4. What technology and infrastructure are required? 
   • Does the business have the necessary technology infrastructure to support a virtual or hybrid workforce?
   • What would be the cost of implementing or upgrading this technology?
5. How does each model align with your organizational culture?
   • How important is physical presence to maintaining your company culture?
   • Can a strong culture be sustained through a virtual environment? What practices need to be implemented to support this?
6. What are the preferences and needs of the employees? 
   • What work model do employees prefer, and why?
   • How do these preferences align with their roles and the overall business objectives?
7. What legal or regulatory considerations are involved? 
   • Are there legal or compliance issues that need to be addressed when employees work remotely? Especially if they are in different jurisdictions.
   • What are the financial implications?
8. How do costs compare between maintaining physical office spaces versus supporting a remote infrastructure? 
   • Are there potential savings or unforeseen costs associated with each model?
   • How flexible does the business need to be?
9. How quickly does the business need to scale up or down in response to market conditions or demand? 
   • Which model offers greater scalability and adaptability?
   • Are there any risks or limitations that a model introduces? 
10. What impact does each model have on employee well-being and work-life balance? 
    • How do different work models affect employee stress, work-life balance, and overall satisfaction?
    • What measures can be implemented to support employee well-being in each model?

Take good care,

Christian

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