Understanding how to plan and manage communications across timezones is fundamental to building a stable and reliable virtual team communications plan. As the number of timezones between locations increases, projects find themselves stretching their communications further and further and placing a greater emphasis on written communications over verbal, this in turn leads to a lessening of the quality of communications.
Embedding communications equality in your projects and businesses is particularly important in virtual team environments. Having a conscious and considered approach to maintaining equality in communications will mean your personnel regardless of their geographic location are all able to contribute to the dialogue in your projects and work toward its success.
Communication Silos occur in virtually every organisation and project, personnel get so engrossed in their day to day work they forget to share news and information with those outside of their immediate circle. In virtual teams, communication silos can become particularly destructive as the walls of the silos are defined by the distance between the teams and can be impenetrable to any but the most direct efforts.
Outsourcing has become synonymous with virtual teams for many. As the impact of globalisation and the advance of technology has meant that jobs and workflows are continually changing, relationships are needing to evolve and personnel must adjust to the changes of office dynamics to remain relevant.
Communications is such an important part of business life it is largely taken for granted, but as teams are becoming increasingly distributed, planning for the eventuality that at some stage in your project communications will become disrupted is an important activity for a business or a project to undertake.
Getting the best from video meetings requires both the right technology and the right processes and mindset. Deciding how and where to deploy video conference and video meeting technology then ensuring your personnel approach the meetings with the right perspective of cultural understanding will make them effective and productive experiences for all concerned.
Recognising and managing the effects of marginalisation in a virtual team environment is one of the major responsibilities of the leadership of the team, all team members are at risk of marginalisation at some stage but particularly those in small and remote offices who may not receive the level of information and attention as the central and usually larger offices. This article attempts to highlight some of the symptoms and cures.
Undertaking a comprehensive strategic alignment session at the start of a virtual team project is essential to ensure all parties have a common set of goals and understandings before the project starts. This article considers some of the reasons and benefits of such a session.
The use of colloquialisms and specialist technical language can be a great way to short hand conversations in a group with a common technical, regional or cultural background, but, when you start to work with others from different backgrounds or in different locations, these linguistic short cuts and regional colloquialisms can become a liability. This article considers some of the challenges of their use and argues for the use of a more simple language.
Face to face meetings are key to relationship building and the development of trust in virtual teams. They can be expensive upfront but properly managed and structured should reap rewards many times the value of any costs incurred. This article considers some of the key times you should consider holding face to face meetings and their value.