Insights

The Brave New(ish) World of Virtual Communication

As the COVID-19 pandemic hit around the world this spring, many leaders were forced into a sudden, intense relationship with virtual technology to keep their teams together.

Many office workers will continue to work remotely until the COVID-19 crisis has fully stabilized, months or even years from now. Some teams—having demonstrated their ability to function and even thrive remotely—may not return to the office at all.

As the pandemic lingers and companies take steps toward a new normal, we’re seeing the benefits—and drawbacks—of virtual communication writ large. Good communication has always been critical. Good virtual communication requires a new set of norms and skills.

Lessons Learned & Gaps Identified

In part, the extent to which businesses had adopted remote work pre-pandemic determined the steepness of the learning curve. But even for decentralized, work-from-home veterans, the challenges with communication during social distancing have been numerous.

Examples of what not to do began flooding the internet almost as quickly as the pandemic began. Some have been a punchline: visible employee eyerolls as Zoom calls ended, a worker who took her laptop to the restroom without muting the microphone.

Individual foibles have served as comic relief in a time of crisis and transition. We’ve also seen more serious examples of trial and error, including sensitive conversations handled poorly and platform security concerns leading to disruptions.

But it’s important to note that not all virtual missteps make headlines. Remote work demands more of leaders, and many are struggling to navigate the new paradigm and the skill set it requires.

Where do we begin?

Context is Critical

Going virtual fundamentally shifts how we take in information, including context and nuance , and how leaders share information with their teams. Virtual environments reduce the opportunities for informal interactions, which are critical for leaders to gather information and connect with teams.

When scheduling virtual meetings, make sure to provide the context and desired outcome of the meeting, even when a formal agenda isn’t necessary. Teams need to know if they’re participating in a brainstorming session, giving status updates or solving a specific problem.

Seek Clarity 

Clarity is another virtual challenge. Leaders can practice active listening skills to ensure everyone is on the same page. For critical issues, follow up with meeting summaries by email, including action items and responsibilities, along with individual meetings as needed. Remember that everyone communicates and learns differently, so using a variety of communication methods is important.

Encourage Participation

Virtual meetings can create barriers to participation because of delays and limitations on video and audio. Take advantage of participation tools at your disposal, including anonymous polls, chat, emojis, and other visual signals. Keep your own video on and encourage teams to do the same (bandwidth permitting) to capture nonverbals whenever possible.

Leaders should directly seek out opinions from quieter team members or those experiencing technology issues during the meeting. Pause between topics to allow ample opportunity for each participant to weigh in, and train managers to do the same in their own meetings.

Sensitive Topics & Morale  

It may go without saying that mass firings over Zoom do nothing to promote employee morale, but it’s important to note that all sensitive topics require additional care and attention when you can’t be in the same room with your team.

Difficult conversations—performance reviews, terminations, changes in status or compensation—are still best held one-on-one, even when the setting is virtual. Be sure to schedule a private follow-up conversation after employees have processed the information.

The old adage, “praise in public, criticize in private” carries special weight in the context of virtual meetings. The informal interactions and team support that soften difficult conversations are few and far between and the end of a meeting leaves each employee alone at home. If you must offer constructive criticism in a team environment, keep it brief and objective, and follow up quickly to offer individual support.

Increased communication and empathy can help leaders determine whether a morale issue exists and actively seek to address it.

Team Building & Trust

A common concern in organizations is that remote employees have more opportunities to violate company trust. By cultivating a culture of mutual trust, leaders can significantly reduce risk and increase team cohesion.

First and foremost, establish trust by earning it: fulfill promises, communicate honestly, and come to meetings on time. Demonstrate respect for employees’ time as well as their needs for flexibility. Ensure that accountability measures are clear, measurable and applied fairly to everyone.

Teambuilding is more important than ever for cultivating trust, as well as maintaining morale and establishing clarity of purpose. Allow time for social connection before, after or outside of regular meetings. Keep everyone engaged with formal and informal teambuilding activities.

Will Virtual Communication Ever End?

The short answer: no.

While the new virtual paradigm will become more natural with time, leaders always need to intentionally provide efficient and effective communication. In addition to accurate and timely information, we need to build and maintain rapport and engagement in a time when a high level of trust is essential.

You’ll never cross "communication" off of your to-do List, because the ways to communicate effectively will never stop changing, and the need will never end.