| Just because someone works virtually doesn't | | | | apps, shared repositories, instant messaging, web |
| mean that person really has what it takes to | | | | meeting tools, blogs, wikis, telepresence -and |
| collaborate successfully. In fact, many who work | | | | more-have become commonplace for virtual |
| remotely are poorly-suited to make the | | | | teams. Some workers can choose the tool that |
| connections they really need to thrive. In this | | | | best meets a particular need, and for others, their |
| article, we look at characteristics that make for a | | | | organizations have governing principles about the |
| successful virtual collaborator, and those that may | | | | use of certain tools. Regardless, virtual workers |
| cause big problems for many remote workers. | | | | have to be conversant about how tools work, |
| We recognize that some jobs don't require a | | | | and which works best in a given situation, and |
| great deal of real collaboration to get work done, | | | | need to feel comfortable using those tools quickly |
| and that other jobs can be performed | | | | and easily. Those who are slow to adapt to new |
| competently by the "lone wolf" who remains | | | | communication tools may find themselves being |
| detached from colleagues. Here we focus on | | | | left out of important online conversations or |
| qualities that are especially important for those | | | | getting only a fraction of the information they |
| who rely on successful collaboration to shine. | | | | need. |
| - Social butterflies tend to thrive. The reason: | | | | - Exceptionally sharp listening skills. People who |
| They crave contact with others and are | | | | work virtually miss the vital visual cues that |
| motivated to maintain connections with others, | | | | accompany a colleague's disappointment, |
| either virtually - through phone, email or social | | | | frustration, elation or impatience. Virtual workers |
| networking tools-or face-to-face whenever they | | | | need to be able to hear verbal cues and read |
| can. Introverts who find it painful to stop and chat | | | | written clues to discern what's really going on for |
| with an officemate may find it infinitely more | | | | others, much of which often goes unsaid. People |
| difficult to cultivate social connections in a virtual | | | | from "high context" cultures, where both the |
| world. Maintaining a deep, trusting connection with | | | | context and the words themselves are |
| colleagues is tough for any of us who work | | | | considered as key parts of the overall message, |
| virtually, but for someone who's reluctant or | | | | tend to be more successful than those who take |
| introverted, these deep bonds are almost | | | | another's words simply at face value. Those who |
| impossible to create and keep up when working | | | | don't listen deeply, such as those who chronically |
| from afar. | | | | multitask during team calls, may never get a |
| - Excellent organizational skills a harbinger of | | | | sense of the thoughts and feelings that man |
| success. Virtual workers have to be more | | | | make or break the success of a virtual team. |
| self-motivated and disciplined than their office | | | | - Knows what to communicate, how and when. |
| colleagues, since they don't have the luxury of | | | | People who know how to organize their thoughts |
| having someone drop in to remind them of an | | | | into cogent, concise messages have a significant |
| errant deadline or an urgent action. Virtual | | | | advantage over their colleagues who struggle to |
| workers have to set up their own systems for | | | | put their ideas into writing. Knowing what medium |
| reading, filing and accessing important content, | | | | works best for a particular message or a certain |
| performing tasks and reporting progress. Virtual | | | | situation is a vital skill for a virtual worker who has |
| workers also have to follow an established | | | | few chances to make reparations if a message is |
| protocol related to the use of file-sharing, email or | | | | misunderstood or misinterpreted. Those who insist |
| social networking tools. Those who are perpetually | | | | on emails as the default communication mode, for |
| disorganized or need constant reminders will | | | | example, may find themselves out of the loop |
| suffer for their shortcomings even more in a | | | | pretty quickly if everyone else is sharing |
| virtual world, with no one there to look over their | | | | information across a variety of channels. |
| shoulders. | | | | - Ignites own spark. People who can move ahead |
| - Ability to manage time across many dimensions. | | | | without a lot of direction or guidance on a |
| Virtual workers must be adept at managing their | | | | day-to-day basis are far more likely to be |
| calendars and synching up with others, since | | | | successful in a virtual world, where workers must |
| conversations and meetings must be so | | | | work with a high degree of ambiguity and the |
| well-orchestrated. They need to be disciplined and | | | | absence of information, sometimes for long |
| realistic about keeping their own calendars, making | | | | periods of time. Those who crave constant |
| sure they build in time for thinking, eating and | | | | feedback or need frequent affirmation will |
| moving about throughout the day. While some | | | | stagnate easily and frequently in a virtual world. |
| cram too many meetings into a single workday, | | | | As much as one-tenth of today's workforce |
| forcing them to work after-hours or risk falling | | | | works virtually at least part of the time. That's |
| behind, others may take too much time "off" for | | | | about three times the percentage as those who |
| non-work activities, simply because no one is | | | | worked remotely less than 10 years ago. Some |
| watching. Those who have a realistic sense of | | | | workers have no choice when it moving into the |
| how much time they need to get their work | | | | virtual work world. And some managers don't |
| done will be far more productive than those who | | | | have the luxury of selecting only some of their |
| either can't or won't accurately estimate how | | | | workforce for virtual work. Where there is a |
| much time they need to get work done. | | | | choice, consider these qualities and attributes |
| - Willing and able to use a variety of tech tools | | | | when deciding who will blaze the path for others |
| with ease. Email and phone as the primary means | | | | to follow. Consider how your company's training |
| of team communication are quickly giving way to | | | | programs can cultivate some of the needed skills |
| other communications tools. Social networking | | | | and competencies. |