I’ve been asked a lot lately about my experience working with distributed teams for the last 20 years. To be honest, until a few years ago, I didn’t realise this was a struggle or a “thing” that required a lot of discussion. It was just the way my work life, and even my personal life, was structured. I could make this article really short and say it comes down to one thing - communication - but instead, I will offer a bit more explanation.

I have worked in 46 countries so far. At one point in my career, I was responsible for people and operations in all of Europe; and obviously could not be physically present in each country. So how did I manage to get people moved from point A to point B, arrange for equipment to be delivered and installed, build teams to support products, and establish a real connection with individuals so it seemed like we had met in person? 

It really all does come down to communication. Twenty years ago, we didn’t have the communication tools that we have now. Staying in touch took actual effort and coordination. Now, communication is so easy that it is a bit shocking when it doesn’t happen.

“Words matter. Use them wisely, but use them.”

So what were the factors that aided in the success of my teams, regardless of location?

FIVE STEPS TO SUCCEED WITH REMOTE TEAMS

It comes down to the things I teach every day to teams and organisations:

• Make intentional deliberate decisions about how you are going to communicate.

• Ensure that everyone on the team not only understands the plan, but has also participated in creating it.

• Validate that everyone has the wherewithal to participate fully in the plan - whether it be coaching on how to work together, or having the tools to make the virtual connections. Some people are not great communicators, and distance makes it even more difficult - or it makes it easier for them to avoid communicating. They need coaching to communicate better.

• Be present. You can’t see if someone is sitting at their desk, so make virtual check-ins a part of the day. Keep your status updated on communication tools such as instant messaging, have your calendar up to date at all times, and have a way for the team to easily indicate a change in normal routine (e.g. I am stepping away for 15 min).

• Inspect and Adapt. Review the plan and its effectiveness on a regular basis, and also provide an ad hoc method for anyone to raise a flag if something is failing. Remember, success is determined by the speed at which you recover from failure, and the grace with which you do it.

But what are some of the things I personally do that help my distributed teams perform well?

GENUINE CARE

First of all, I genuinely care about people. While nobody has any obligation to share their personal life, I try to be sensitive to the fact that everyone has a life beyond the eight hours per day that we work together. I watch for behaviours that are out of the ordinary, or patterns that develop. I also engage with people at whatever level they feel comfortable engaging, and let them drive when that changes. These interactions help me see what makes people tick; which then helps me drive the team as a whole to greater heights. Aristotle said “the whole is greater than the sum of its parts”, but understanding the parts that make up the whole creates a stronger team.

WORDS HAVE POWER

I also feel strongly that words have power. When you are working remotely, every message has an impact. People cannot always see my face or interpret nuances. Therefore, messages have to be crystal clear. Words matter. Use them wisely, but use them. Even if we have a conversation or a meeting, follow up in writing is effective. It provides backup for those who are not the strongest audio learners and need visual clues, and also removes any ambiguity in a conversation.

BE APPROACHABLE

Finally, I try to be approachable. I’ve had people say some pretty awful things over the years to me, because they didn’t like that I meant business. That doesn’t mean that I am not approachable, it means that I’m hyper-focused on the goals and mission at the same time. High performing teams do not happen accidentally. The teams I work with and I always have high standards, and sometimes that is interpreted as all work and no play. 

However, a big part of our success is being able to laugh at ourselves, pick ourselves up when things go wrong, help each other shrug off the issues, and start again. This comes from creating an environment where it is safe to be who you are, and express concerns when you have them. It comes from a space where people are approachable, and anyone feels they can say what is needed.

WHAT’S DIFFERENT?

At the end of the day, now that I’ve reflected on what I have written in this article, there is no difference between the needs of a distributed team vs. a colocated team. You have to create a safe space where communication is the most critical part of who you are and how you perform. What is different is how you establish those connections and communication styles.

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About the Author:

INDRA A. BOOKS

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