9 ways to build harmonious, agile teams in the virtual workplace (2023)

Self-organizing teams (SOTs) are the most important aspect of project delivery and accountability: their performance ultimately determines the success or outcome of any business initiative. An important goal for managers is to create versatile, capable teams that are able to meet – and ideally even exceed – the desired expectations. But how do you effectively build teams in the current climate of telecommuting?

Effective team building is always a key skill for any manager, but now it's more necessary than ever as we try to stay in touch with each other. When creating and managing a virtual team, there are a few critical aspects to keep in mind.

Team selection:The first step for managers is to choose the right team. Before the selection process, the manager needs to identify what skills they are looking for and whether these skills are universal or specific to particular roles. The skills required for each project are usually different, so team members should be flexible and confident during implementation. A good analogy comes from the sports industry, where team selection is a matter of intuition and logic. For example, in cricket and football, selection is essential to victory. There are sports teams full of superstars (and some agile teams full of the best engineers) that keep losing because they can't work harmoniously together. There are other teams with less talented people who just work more effectively as a unit.

order,Money,has some great insights on how to recruit a team based solely on individual skills - and also revolves around a sports team that relies on data and statistics. Using statistical analysis, the protagonist, Billy Beane (played by Brad Pitt in the film adaptation), selects a championship-level team that outperforms its richest competitors despite being overlooked by other executives and industry professionals. Beane and his staff operate on the theory that on-base percentage and hits add more firepower than simply spending money on star players and hoping for the best. This shows how different approaches to team selection can be critical for people in leadership positions.

Team vision:Once a team is selected, it is important to agree on a vision that ensures everyone is involved. In this case, leadership can be particularly challenging, but also rewarding. When a team knows what they are working on, it increases engagement as members are more likely to contribute with the end goal in mind, even when things get tough. Vision provides meaning and context and gives people something to work on, so host a virtual meeting where members can discuss team goals and individual goals—hint: these two tend to overlap. Goal identification certainly made the difference for Billy Beane, although his initial success came from his data-driven approach to sports management.

Group integration:Once the vision is clear, the next step is to commit to the team. Team camaraderie often leads to better performance, so team members should get to know each other both inside and outside the workplace. Sharing personal stories allows people to connect based on similar experiences and values, and people are more willing to work hard if they learn about their team members as individuals. This does not only apply to the wholeMoneywhen Beane asks more experienced players to set an example for the younger ones, but regardless of the team's effort. Also, any activity that brings a team together outside of work contributes to team bonding—whether it's an internal sports league, happy hour, or after-work party—so be sure to integrate them into your routine. In remote work, virtual happy hours with your team and online creative contests are great places to start integrating these activities.

Team meetings:It's important to have recurring meetings so each team member can discuss what they've accomplished, what they might be struggling with, and what their priorities are for the week ahead. Weekly meetings are a good start. This communication provides awareness and insight into what each member is doing, how their contribution is improving performance, and whether they are driving progress toward the end goal. Meetings also help compare individual and group performance.

Based on the structure of each team, managers should schedule weekly meetings for each subgroup; for example, if colleagues do not report directly to a manager - or if there is a compromise between who oversees their work - ensure that these smaller team meetings also take place. Given today's remote work environments, there are many platforms for hosting virtual meetings across time zones and regions, such as Zoom, Microsoft Teams, Skype and more.

Feedback:Continuous feedback is essential to keep the team aware of what is working and what can be improved. Regular, honest and periodic feedback can benefit team performance as it allows people to support each other in a productive way. Feedback should be provided in two ways: the team leader solicits the team's input on areas for improvement and also provides input to improve the team's performance.

Awards and recognition:Not all people are intrinsically motivated. Some people need external rewards to feel validated that their contribution is making a difference. One way to facilitate this is to publicly praise individuals for their efforts and achievements, which can be difficult when working remotely. Sometimes rewards don't need to be shared, but results should always be delivered after a major event or goal is met. Praise is more effective when given immediately, as it motivates employees to work harder. If your business publishes monthly updates or a newsletter, try highlighting the efforts there so people can read them in their inbox.

Team cohesion:Although change is inevitable, an unnecessary reorganization of team responsibilities can lead to disharmony and confusion. But even if something goes wrong, the team leader should show faith in the team so that people are not disappointed by failure. If anything, failure is necessary for growth. Ensure that sudden changes are kept to a minimum so that the core team remains intact for a long time – it promotes cohesion, harmony and leads to better results.

Team co-task:This expression comes from the bookInstruction without authority, by Keith Ferrazzi, a world-renowned networking authority, and Noel Weyrich. Co-elevation refers to the guiding ethos of “going higher together”. Team members build mutually reinforcing relationships with teammates by collaborating and solving problems through partnerships and self-organizing teams. Basically, this is where leaders are created by trust, not title or position, and this is where team members cooperate, collaborate and not compete with each other.

Mental Safety:The term was coined by Amy Edmondson, an authority on team performance and successful author of books such asFearless organization. The basic thesis is that organizations must create a climate where everyone can freely express their views without being ridiculed. A leader can create a supportive environment where all voices are heard while accepting opposition and as Jim Collins says,From good to greatperform a flawless autopsy. Once a climate of trust is instilled, friction between team members is reduced and creativity can flourish.

The leader's job is to coordinate the efforts of different people and bring them together through a well-crafted vision that inspires, motivates and makes the team perform far beyond its capabilities. At Orion, we believe that agile self-organizing teams are the key to success in executing complex software development and other transformation initiatives. The accelerated transition to digital business – and all the technologies that support it – is also driving the adoption of the DevOps model for software development. ByOgile- Orion's end-to-end DevOps methodology, designed to help businesses transition to the digital age - enabling teams to organize themselves and work in harmony.

With our state-of-the-art technology, teams can deliver the best results for customers. Since teams are the building blocks of success, these changes towards a fully engaged team will enable greater harmony and greater results. As Billy Beane says, a team is a business, and "the better the business is run, the healthier the team will be on the field."

Bibliography

Fearless organizationby Amy Edmondson

Instruction without authorityby Keith Ferrazzi and Noel Weyrich

From good to greatby Jim Collins

Moneyby Michael Lewis

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