By: Donna J. Dennis, Ph.D. | Virtual Team Leadership Expert

*This article was featured in our May 2020 Wisconsin Independent Agent Magazine. Click here to read the full May 2020 issue. 

We are living in an environment where circumstance forces change!  Work teams everywhere have been forced to shift quickly to a work from home setting.  

The MyAgencyCampus team reached out to virtual team leadership expert Donna Dennis, PhD to learn more about “Key Leadership Practices for Virtual Teams.”  See below for some just-in-time recommendations.

Both leaders and team members must cope with many 

other challenges. A study conducted by the Business 

Research Consortium (BRC) in association with American Management Association survey of 1,500 individuals 

revealed the following seven suggestions for companies that want to improve the efficiency and effectiveness of their virtual teams. 

1. Remember that good leadership is different.

It is tempting to believe that traditional leadership qualities are so general that they easily translate to virtual team 

leadership. Unfortunately, that is just not true.  

2. Emphasize communication even more

Yes, nearly every leader has been told to “communicate, communicate, and then communicate some more.” What is true for leaders in general is doubly true for virtual leaders. In fact, it’s usually true for all virtual team members. 

Fully 72% of respondents to the BRC survey strongly agreed with the idea that virtual teams require more team 

communication than do co-located teams. 

3. Adjust to the medium. 

The study shows that team member engagement is 

strongly influenced by the degree of visual feedback 

members are getting. For example, participants in voice-only virtual meetings (the kind so common in the corporate world today) are much less likely to be engaged than participants in face-to-face meetings and in meetings with high-quality videoconferencing. Without a visual 

element, leaders must do things such as: 

           Pick up on more subtle cues (such as tone of voice)

           Know nuances of cross-cultural communication

           Ask more questions to get to a common under               standing of a problem or issue

4. Do more to establish trust.  

Because virtual team members often lack the time and opportunities to talk to each other informally, trust can be hard to build. The best virtual leaders tend to build “swift” trust, knowing that distance makes it more difficult. They provide goals, roles, responsibilities, strategies, and a 

vision to create a common purpose and shared objectives. 

They establish agreements and make expectations clear so that all team members understand responsibilities and proper etiquette.

5. Develop robust processes and, where needed, 

    structures.

Not only must virtual leaders make expectations clear, they also must establish more checkpoints with explicit 

guidelines. 

6. Reduce or avoid “storming” when possible. 

Back in the 1960s, Professor Bruce Tuckman developed the idea that teams need to go through four stages: forming, storming, norming, and performing. Virtual teams are 

different in that the “storming” stage (during which 

different members strive for a time to put forward their ideas) is often curtailed. This does not mean virtual teams need to avoid all disagreements and conflicts, only that leaders and members should be proactive and handle 

different perspectives right away, as opposed to letting them linger. 

7. Devote resources to development. 

Most organizations do not develop leaders and other employees in the art of virtual teaming. Yet, the BRC study indicates that a lack of experience among members of virtual teams is a serious challenge. 

Therefore, we think it pays to educate not only leaders but also potential team members about how to thrive in a virtual team environment. The study also indicates that first-level and middle managers tend to have fewer virtual leadership skills than senior managers and project 

managers.

About Donna J. Dennis, Ph.D.

Donna is a leadership development professional 

specializing in solutions for leaders working in virtual and remote teams. Earlier in her career, Donna worked for, Chubb and Son, Inc as well as other corporations in various leadership development positions. Donna’s teaching academia experience includes The Wharton Business School, the University of Pennsylvania and Rider University.  

MyAgencyCampus:

Online courses for training agents and brokers including property and casualty new hire curricula, business skills for sales and service team members and upskilling new

 leaders. Visit www.myagencycampus.com  (An offering from New Level Partners LLC).

If you are interested in scheduling a webinar on Virtual Team Leadership, please contact aschroeder@newlevelpartners.com.