MODERN START-UP
Members exhibit a global
1 mindset – they look outward , not inward . Effective virtual leaders widen their focus from the local to the global , which implicitly creates an environment of respect . Respect engenders buy-in , without which members can ’ t take ownership of work product , and work toward a common goal .
Members share
2 responsibility for achieving the mission . High performing teams have a sense of purpose , because members internalize their piece of the mission , thereby transcending the isolation that defines working in a virtual environment . Team members develop an understanding about their mutual dependence in order to achieve objectives .
A culture of openness
3 facilitates trust and authenticity . Effective founders work to create and maintain an environment of team trust to defuse miscommunications . They focus on behaviors , not on personalities , because they know this engenders trust . Then they “ say what they mean and mean what they say ” to model authenticity .
4Members engage in meaningful communication with each other . High-performing virtual teams establish and maintain standards on frequency and modes of communication , and hold members accountable for acting accordingly . They also regularly use synchronous communication at critical points to speak with each other .
An easy flow of
5 information exists using various forms of technology . Everyone must have access to appropriate technology to enable reliable , current exchanges of information . The amount of “ pushed ” information ( unfiltered e-mails and phone calls ) to team members is lower than “ pulled ” data ( e-bulletin boards and intranets ).
A conflict management
6 mechanism . Conflicts are inevitable , and when even simple miscommunications don ’ t get acknowledged and fixed , trust gets eroded . The founder or leader must actively engage team members early , and follow up to ensure appropriate resolution . When this happens , lengthy energy-draining confrontations are avoided .
Work systems produce
7 deliverables within defined constraints . When team members are geographically dispersed , a rigorous effort is required by all team members to coordinate and align components of critical work systems to meet deadlines within time and budgetary constraints .
Members have a positive
8 “ can do ” attitude that spans time and distance . They must all assume their efforts will lead to success . When conflicts and tensions arise , as they inevitably do , members hold these situations within the context of the larger picture and look to quickly find solutions , rather than assign blame .
Technology has made virtual teams an everyday reality for entrepreneurs . Your challenge is to reduce the “ virtual distance ” between team members to zero , using personal communication , appropriate technology , and clear goals to maintain member satisfaction , collaboration , and innovation . Have you measured the virtual distance to your team members lately ?
Marty Zwilling ‘ s passion is nurturing the development of entrepreneurs by providing first-hand mentoring , funding assistance , and business plan development . He is the Founder and CEO of Startup Professionals , a company that provides products and services to startup founders and small business owners . He writes a daily blog for entrepreneurs , and dispenses advice on the subject of startups to a large online audience of over 550,000 Twitter followers . He is also a regular contributor to Forbes , Harvard Business Review , Business Insider , and the Huffington Post . He also published three books , “ Startup Pro ; How to Set up and Grow a Tech Business ”, “ Do You Have What It Takes To Be An Entrepreneur ?” and “ Attracting an Angel .” http :// www . startupprofessionals . com / Startup- Professionals-Book . html
June 2016 ModernBusiness 57