The Four Pillars of Virtual Communication

Effective communication in a virtual environment is the life-blood of a successful program. Every interaction matters. Although many communication tools and channels exist to facilitate interactions with employees, the Four Pillars start with the basics. The primary purpose of these pillars is to build connections and enable collaboration.

1.      Teleconference

Teleconferencing tools add a visual element to virtual interactions and shrink the divide from an office setting. The best tools make it easier to collaborate than sitting in a room together. Everyone has a voice at the table and can actively contribute to not just the conversation, but also the development of the visually shared elements of the meeting.

• Use screen sharing technology at every possible interaction (team meetings, 1:1s, ad hoc touch bases, etc.)
• Mitigate multi-tasking by encouraging interaction (use shared notes, polling questions, etc.)
• Encourage engagement through rotation of desktop sharing
• Share presentations, videos, reports, and anything else to keep visual engagement high

2.      Instant Messaging / Chat

Chat tools are the equivalent of walking up to someone’s desk in an office. Sometimes they are there, sometimes they are not. Sometimes they are busy, sometimes they are not. This is an informal channel which provides quick answers and helps to keep from getting bogged down in the depths of email. The most powerful aspect of chat is establishing group chats where the whole team is linked into the conversation.

• Everyone logs into IM every day
• Utilize group chats to allow the team to solve questions among themselves as well as build connections
• Leaders to be available on IM
• Second level leaders to conduct periodic group chats to stay connected with employees
• Use IM to say “hi” and encourage casual interactions as well (check-in with employees)

3.      One on Ones (1:1s)

The world changes one conversation at a time. One on ones provide an opportunity to build relationships, align on expectations, share feedback, and socialize new ideas or concepts. The more effort put into preparing for these moments, the more profound the results.

• Treat 1:1s sacredly—it is a rare chance for employees to have a leader’s complete attention for an extended period of time
• Have employees open with what is on their mind—take interest in what is new or important in their life
• Don’t pack the agenda with your agenda
• Discuss performance data on a relative and absolute basis
• Communicate expectations
• Review case studies together to build alignment and grow leadership (does not need to be limited to formal 1:1s)

4.      Team Meetings

Most people believe most meetings are run suboptimally. Perhaps this is why they are universally panned. By contrast, the goal for virtual leaders is to make the routine staff meeting the most anticipated meeting of the week. Team meetings can be a valuable channel for driving cohesion and camaraderie in addition to driving momentum and results.

• Come with a prepared agenda—but build some fun into it (i.e. engagement activities)
• Rotate roles to keep engagement. i.e. leader, scribe, and timekeeper
• Utilize meeting management principles
• Identify who is speaking until all are familiar with each other
• Invite guest speakers to team meetings (i.e. SMEs on tools or processes)

Many other tools and techniques exist to drive communication across virtual teams. However, before getting too fancy with technology solutions, these four pillars must be in place. Collaboration is the goal, meaningful connections provide the way.