Leading global virtual teams

Abstract

PurposeA new collaborative workplace is evolving which is both global and virtual. Those working in this environment are faced with two major challenges: isolation and confusion. This paper aims to look at what leaders can do to overcome these challenges.Design/methodology/approachBuilding on years of experience of working on and coaching global virtual teams, the author presents ten practical guidelines for enabling such teams to perform at their best. These guidelines highlight the importance of, for example, thinking proactively about the specific conditions faced by the team, applying cultural intelligence, staying person‐centric, establishing predictability, and driving for precise communications.FindingsApplying these guidelines helps teams co‐create a shared workplace that is conducive to efficiency and psychological wellbeing.Originality/valueVirtual global teamwork is only going to increase in the years ahead. This paper provides a basis on which leaders in the new workplace can begin re‐skilling themselves for leading at a distance.