Five Keys to Overcoming Virtual Team Conflicts
If you have ever experienced team conflicts and problems (especially if you are the leader of a remote or virtual team), here are five very specific suggestions to help you overcome or resolve these issues. The great news about this list is that some of the ideas can help reduce the chance that you have conflicts in the first place.
When we think about remote or virtual teams, we may think about flexibility, freedom and perhaps even high productivity. And when people are working out and on their own, we typically think that interpersonal issues might not matter as much or happen as often.
Unfortunately, this isn’t always true.
And, when we do experience conflicts and problems, they are often harder to unravel and they can reach far –causing problems for everyone on the team. As a leader of a remote or virtual team, you must be aware of these challenges, and be ready to overcome or resolve these issues when they do occur.
And that is the purpose of this article – to give leaders who are experiencing such a situation (or are wondering what they would do if it happened) some very specific suggestions.
Set clear expectations. Expectations are important in every part of work performance, and when people are working remotely, they are especially important in several ways. Specific to conflict, your expectations should include how you want people to communicate and interact. Often people feel, because they don’t work closely together or nearby, that the relationships don’t matter as much, and the remote team members may feel like they are already alienated, making this a bigger challenge than anyone is acknowledging. Let people know what you expect in terms of communication and relationships. And then monitor how things are going in that arena.
Don’t delay. When small conflicts between virtual team members begin to arise, be aware. When communication quality or the frequency of it changes, take note. This doesn’t meant that you as a leader need to immediately intervene to solve the problem, but it does mean that you can reinforce the expectations and encourage people to work through the budding conflict. Remember that left alone, it likely won’t get better, especially when people can easily ignore the situation because they don’t see each other every day.
Open the communication lines. As a leader, part of our job is to keep people interacting and communicating successfully. Especially when you start to notice challenges between remote team members, do what you can to open those lines of communication. Engage those parties more on team calls, ask them for more input, encourage team members to share more with each other. The more open the communication lines between team members and you, the better off you will be, and the easier and conflict will be to resolved.
Talk separately and (maybe) together. If a conflict is growing, you definitely want to talk to the individuals involved separately to begin with, to clarify the business reasons and to resolve the challenges. This isn’t singling people out; it is making the expectations for success work clearer. If the conflict has escalated to the point that the individuals can’t or won’t work to solve it themselves, then you will want to step in to help people move towards resolution.
Set the right goal. People will sometimes resist working through their conflicts because they think your goal is for people to like each other. Make sure your team members know your goal is for the conflict to be resolved, not for people to “like” each other. Of course if they end up liking each other that is a nice benefit, but make it clear that isn’t your goal. You will improve the likelihood that people will be open to working on the conflict when they understand what your goal really is.
The great news about this list is that some of the ideas can help reduce the chance that you have conflicts in the first place. Preventing a problem is always better than trying to solve it!
I hope that these five keys will make a difference for you and your team.
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ABOUT THE AUTHOR
Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. You can learn more about him and a special offer on his newest book, Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a time, at http://RemarkableLeadershipBook.com/bonuses.asp .