In recent weeks, the entire world has been forced to make important decisions, quickly, and with the safety of employees in mind. One of the most frequent measures by companies was to promote remote work among their collaborators for a long time – and even in some cases, indefinitely. Beyond the technological challenges, it is necessary that those teams that are not used to working remotely remain motivated and contained, and that both the work experience and the business objectives are not affected.

Considering virtual leadership differently than we do when work is not remote is a key item for any teleworking strategy, but it becomes even more important given the particular situation we are experiencing as a society. In a scenario of total uncertainty, the leadership and information we transmit directly impacts the peace of mind of our collaborators. In fact, according to the special report Edelman Trust Barometer: Trust and Coronavirus, the majority of respondents say that their employers are the most credible source of information about COVID-19, which demonstrates the leading role of companies in these circumstances.

That said, when thinking about virtual leadership, it is essential to think about trust, a factor that should not be missing in any team - whether virtual, in-person, or a combination of both - but its role becomes more relevant when contact is through screens. Leaders must trust the abilities of employees and delegate tasks just as they would if they were sitting next to each other, empowering their employees and giving them independence. The same goes in the opposite direction, workers have to trust their leaders and that the decisions they make are for the benefit of the team and the business.

My second piece of advice would be to maintain frequent contact with the team, not only to stay up to date with work pending issues, but also to maintain the relaxed conversations that occur organically when we share the workspace, and thus also continue to promote the spirit of camaraderie. As an example, with my SOLA team, we organized a virtual happy hour after the work day, where everyone, from their home, prepared the drink they wanted, and through a video call we could share a pleasant and relaxed moment. Maintaining everyday life is a factor that impacts the motivation, trust and bond of a team.

At the same time, teleworking brings with it the challenge of managing time. Each company has its own policy in this regard: they may be fixed office hours or perhaps flexible hours, but whatever the case, it is important that collaborators are not connected more time than they should for the simple fact of having the technology at their disposal. Las horas de descanso se deben respetar, cuidando del bienestar del empleado y también pensando en su productividad a largo plazo. This is also part of virtual leadership. Teleworking is a key tool to contribute to the balance between personal and work life.

Finally, it is vital that leaders ensure that their employees have access to the information and resources they need to carry out their daily tasks and, in cases where this does not happen, know what is necessary for them to obtain it.

Working with a team virtually requires investing dedication and commitment on the part of everyone involved. It is also a great experience from which we can learn a lot. Personally, I really enjoy what each member of my team brings to the table, and I think it is really enriching to be able to exchange experiences, skills and knowledge. I invite you to take advantage of this opportunity that forces us to have virtual teams, to find the virtues of working together, but from a distance.

By María Celeste Garros, Citrix Regional Sales Director for the southern region of Latin America