Today, the space and time of an organization have both a physical and a virtual location, which defines the challenge we face now.
Before the pandemic, the organization’s philosophy and workplace climate set the pace for activity through execution programs, meetings, and decision-making boards. However, during the pandemic, some things have undoubtedly changed.
The purpose of this article is to stimulate reflection and guide an evaluation of how well we are delivering our talent to meet organizational goals. One of the main risks of remote work is decreased productivity, as self-supervision can easily slip into the tempting terrain of indulgence. Culturally, we feel good about being lenient and less demanding with ourselves. Only a select group of people can work with the same intensity as in a physical office, mainly due to their personal convictions and commitment to their cause.
The challenge of management in virtual environments
It is somewhat well-known that when people feel secure about having a fixed income, distant from the threats of economic and health crises, they tend to relax their energy output. The short-term effects of this relaxation are rarely noticeable. On the other hand, for those of us responsible for generating income, this kind of relaxation can feel like a form of professional suicide. So, what should be done to ensure stable productivity at best, since expecting rising productivity in the current situation is likely just an illusion?
A Taylorian approach (from Fred Winslow Taylor), who advocated rigid performance measurement based on responsibility, suggested that since workers had freedom in their methods, clear expectations for weekly results should be established. Periodic reviews, advice, and guidance would follow. A particular aspect of Taylor’s theory is the precise definition of tasks, with performance standards for each operation.
This issue is essential today, particularly in virtual organizations where time management is critical. Therefore, it is advisable to adopt a strict discipline of progress reviews, evaluations, and advice to stop any productivity decline. One of the lessons learned from this sudden change in work regimes during the pandemic is that most organizational structures were overstaffed. Now, in light of these facts, we can manage with fewer personnel, adding more drama to the economic crisis.
Virtual organizations not only face the same challenges as traditional ones, but they must also overcome additional barriers. Communication is a clear example: in a virtual environment, face-to-face interactions are limited, which can hinder the transmission of ideas and the building of strong relationships. Moreover, leaders must learn to trust their team’s autonomy while maintaining productivity without direct supervision.
In this context, managing virtual teams requires leadership that combines technical skills with strong people-management abilities. Adaptability, clear communication, and conflict management are critical skills for any leader in this environment.
Reddin’s 3D Theory applied to virtual organizations
Reddin’s 3D theory provides valuable insights into how leaders can adjust their management style according to the circumstances. This approach is particularly useful in virtual organizations, where each team may require different levels of autonomy, support, or supervision.
For instance, a more separated leadership style may work well in highly autonomous virtual teams, where members are used to working independently. Conversely, a dedicated approach may be necessary when teams struggle to adapt to the virtual environment or need more guidance.
Managing conflict in virtual environments is another significant challenge. Without physical interactions, misunderstandings may arise more frequently, and leaders must be proactive in resolving them effectively. According to Reddin’s 3D theory, a leader must adapt their style to the conflict at hand, resolving issues without undermining the team’s autonomy.
Enhance your virtual team management
Managing a virtual organization requires a strategic approach focused not only on technology but also on soft skills and the right assessment tools. Leadership assessment platforms, soft skills development workshops, personalized mentoring programs, and MBO implementation are essential for success in these environments. If you’re looking to improve your virtual team management and develop leadership suited to the new era, our services are designed to provide you with the support you need.
References
- Harvard Business Review. (2020). «A Study of 1,100 Employees Found That Remote Workers Feel Shunned and Left Out». Recuperado de: https://hbr.org/2020/08
- McKinsey & Company. (2021). «How Leaders Can Optimize Remote Work for the Long Term». Recuperado de: https://www.mckinsey.com/business-functions/organization/our-insights
