The Virtual Difference

We've been working with several clients recently to design training for virtual managers. This topic hits close to home for EPI, since we are a virtual company. Just like anything that has become familiar, sometimes it takes an outside source to force you to look closely and the way you work and why you do things the way you do.


What I've found particularly interesting in researching virtual management best practices is the description of the virtual manager as the conduit for information and relationships on a virtual team. In short, the experts agree that technology--while vital for virtual work--can only get you so far. Technology can't remind people about a resource from past work that is relevant to a new project, and it can't notice that one team member is stressed and ask another to help out. While virtual managers might leverage technology more than managers in face-to-face environments in order to support the productivity and relationships of their teams, at the end of the day it's still the people behind the technology that need to be the focus of the manager's attention in order for the team to succeed.


For example, these are the top five characteristics experts agree virtual managers need to have:

1. Practice effective interpersonal skills

2. Build relationships and foster trust

3. Establish and encourage others to work toward a shared goal

4. Provide a means for and encourage collaboration

5. Set clear expectations focused on results

These five characteristics aren't so different from those most employees would wish of a manager in a face-to-face environment. The difference comes in how the virtual manager puts these characteristics in action, using technology to replace everything from formal status meetings to casual conversations at the water cooler. Fundamentally, though, the message seems to be the same: being a good manager means caring for the people on your team whether you can see them or not.


What do you think? How significant is the difference between virtual and face-to-face management?


References:
"Managing People You Can't See," James Ware, www.thefutureofwork.net
"Achieving Excellence, Virtually," The Ken Blanchard Companies, www.kenblanchard.com
Working Virtually, Trina Hoefling, www.trinahoefling.com