The Profile of Success: Building High Performing Virtual Teams

Although many companies have made significant investments in geographically distributed teams and the technology to support them, a surprising number of these teams do not reach their full potential. A recent research surveyed 48 virtual teams across the business to recognize specific practices associated with the most successful teams.

Eleven Virtual Team Success Factors

The factors that differentiate top virtual teams and advice for organizations that are looking to improve their performance are discussed below.

– Stable and regular membership. Less frequent changes in team memberships provide greater stability and more time for customers to give attention to building lasting relationships. If you want to get more details regarding virtual teams, you can also visit

– Fewer members. Teams which were less effective were disproportionately larger.

– Members are from the same function. Cross-functional groups may actually face unique difficulties and greater levels of difficulty that inhibit performance in a virtual environment.

– Members are on fewer teams. Many members of low-performing teams reported participating on too many virtual teams, which hindered their overall effectiveness.

– Members have much longer tenure. Teams with an increase of than three years tenure performed better, which implies they have had time to improve their communication and execution practices. With the help of develop Cultural Intelligence, you can also easily connect with people from different locations.

– Face-to-face start meeting. Groups who held a short face-to-face meeting within the first 3 months achieved better performance than those who never meet face-to-face.

– More frequent meeting. 36% of high performing groups "met" at least once a week, in comparison to 29% of the less effective teams.

– Leverage technology. People of higher undertaking groups were much more likely to record that they had the correct technology to facilitate working together. Higher performing organizations also used video conferencing more often.

– Team leaders who are better able to lead from a distance. Leaders of high-performing teams appear to have difficulties less with building cooperation virtually, that was a key obstacle reported by the lower performing team leaders.

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