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How Do We Communicate Effectively In A Virtual World?

Dr. Loubna Noureddin is a leadership scholar, executive coach, civil war survivor, orphans advocate, author and cofounder of Mind Market

The business world remains divided about the way to do work. I’ve noticed that many are still working remotely while others are slowly returning to the office. The question that remains is how do we become more effective at communicating with both worlds? This article may offer some insights and recommendations from experts in the field.

I believe the way we view the world has changed. We have dealt with fear, frustration, confusion, doubt, loneliness, stress, fear and a whole range of emotions in the past three years. The way we conduct our personal and professional lives has also changed. Most organizations are dealing with mental illnesses far beyond their capacity. Millennials and Gen-Zs report significantly higher burnout rates; a study from Indeed in the U.K. found that 59% and 58% of these two groups, respectively, felt burned out as of February 2021.

It is no surprise that about 60% of employees do not fully agree that they know what their company stands for. Additionally, virtual teams are more likely to be disconnected from a company’s core values. And those who prefer working in person, yet are forced to work remotely, report 17% lower productivity and 24% higher turnover.

So how do managers navigate the choppy waters of miscommunication, misinterpretations and consistent interruptions?

The New Normal

In my experience, executives have for years feared the disconnect between teams operating virtually and those in the office. When remote working became the only option, people became more aware of its benefits and now insist that their companies embrace it.

With a whopping 159% increase in flexible-work policies even before the pandemic, new trends show a higher commitment to lead in a virtual space.

Ready For A Refresh

I believe that we cannot continue to lead virtual teams with an in-the-office mindset. The consistent interruptions, mass messaging and reply-alls cause can cause frustration and overwhelm. Some experts suggest that managers allot a specific time to connect with their teams and then allow employees to focus on their tasks with minimal interruptions. This is known as rapid-burst communication, followed by focused and deep work time.

Many employees my company interviewed reported frustration with the lack of communication or availability of their manager. Others reported being anxious about keeping up with the constant flow of meetings, emails, chats and mass messaging.

So how do you balance connecting and letting employees do the work?

Experts suggest setting daily huddles or weekly check-in meetings and meeting more often, particularly during periods of change. Being clear about expectations and allotting “office hours” are also essential tools. As projects hit deadlines, the important may be sacrificed for the sake of the urgent. This leads to misses in communication. Chat is not the solution. I find that timely check-ins and creating rules of engagement can set the groundwork for efficient remote teamwork.

Managers As Coaches

Managers are in a constant struggle to balance their workload and keep their teams engaged in a disruptive work setting. Coaching can help. When I wear my coaching hat, I ask open-ended questions, listen with no judgment and identify limiting beliefs through mirroring or paraphrasing. Managers can adopt these coaching techniques to manage healthy team conversations rather than owning the burden.

Here are some coaching questions you can use during your weekly check-ins.

• What would you like us to focus on today?

• What is working for you?

• What challenges are you facing?

• How will you know you got there?

• What is worrying you?

• What could derail you from achieving your goals?

• How can I better support you?

Outside of weekly check-ins, here are three other steps that can help elevate the employee experience and promote better alignment in a virtual space.

1. End the week with an open, informal dialogue regarding what went well, what could be improved and what support is needed to get better results. Stay focused on priorities to help your team connect the dots. Be transparent, calm and compassionate and focus on sharing relevant and clear information. Preparation is key. Be mindful of your words and the tone of your voice. Share what is important and relevant.

2. Hold one-on-one check-in meetings with each member of your team. In my opinion, we normally gravitate toward meeting with people we like. So make sure your calendar includes those you may have neglected on the team. Also, be aware of the amount of time you take from those you like and enjoy working with.

Allow your team member to own the meeting and share their progress and challenges. Ask open-ended questions to help them navigate blocks or limitations. End by asking for their commitment or agreement.

3. Plan in-person meetings. I believe there is no substitute for groups to connect and co-create than in person. Plan team meetings that help your team connect, engage and commit to your vision and strategic goals. We are hard-wired to connect and extend support to people. Plan time for your team to connect. Create the space for serendipity to happen. Make your in-person time meaningful and targeted at problem solving, innovation and collaboration.

Managing virtual teams requires even more mastery of social awareness and emotional intelligence. These skills can help you navigate difficult conversations and connect the dots for your team in the best way possible. Steering the conversation in the right direction and knowing when information is most appropriate to share can be game changers.

Final Thoughts

Technology has given us the opportunity to be well connected. It has opened possibilities for many to work efficiently from home. Overuse of technology, however, can derail focus and result in chaos and burnout. Communicating effectively will conquer the choppy waters.


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