This is critical for any project, and the location gap between team members exacerbates it. When colleagues are in the same building, conversations naturally occur about the project and how it relates to other work. Miscommunications and misunderstandings may go undetected longer. If we aren’t co-located, most discussions only happen if the topic is on the agenda. Put linking project work to the larger organization’s (department, division, company) strategy on the agenda. It will surface any issues and misalignments, plus build a team that is motivated because they understand the context of their efforts.

• Recognize our humanity

We are not just digital work units. We work, in part, to satisfy our need as social creatures. A constant diet of electronic exchanges is not enough. Build in social interaction time into the agenda. We have a client that is considering Second Life as a way to create a virtual environment for project team members to interact in. You can, at the start of a project, include pictures and bios of team members, and include appropriate personal information. You can, at the start of each meeting, when it is time to take roll call, ask each person to say their name and something personal about themselves. Be aware of and compensate for a lack of body language by actively probing for and dealing with conflicts. Outside of team meetings, put in time for one to one coaching and feedback sessions. Which leads us to the next tip...

• Increase recognition of work well done

People don’t get enough feedback in any situation, and this is particularly true when working over a distance. When someone has done something well, don’t treat it as business as usual. According to the top 10 things employees want (Ken Blanchard), recognition is number one. Don’t be stingy! How to deliver it? The top 5 ways, according to Blanchard, are via:

1. Personal thanks from the manager
2. Written thanks from the manager
3. Promotion for performance
4. Public praise
5. Morale-building meetings

You may not have control over promotions, but the other 4 items as you do. This can then contribute to someone getting promoted.

At one company we worked at, meetings always ended with participants volunteering verbal ‘roses.’ For example, Juan may say to the project team, “I would like to give a ‘rose’ to Alana for her ideas on the cost / benefit analysis.” This is a simple, strong and upbeat way to end the meetings.

Part 1 | Part 2

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