What it means to operate an IT team has evolved in recent years. Today’s teams are more efficient, flexible, and streamlined than the ones of the past, and much of this is because of a constant desire amongst people in business to enhance their capabilities and to harness the power of the latest technologies. Earlier, it was a given that the key players in a team would have to operate together in one building, or in close proximity. But this way of doing business had its drawbacks, which became evident over the years. There wasn’t room for personal flexibility for one. Also, sticking to this approach had a financial bearing as well.
Over time, technology opened up possibilities to revolutionize the way teams could function, and IT industry was amongst the frontrunners to seize the opportunity. From using video conferencing and Skype to deploying apps like Slack or GoToMeeting/GoToWebinar, teams can leverage technology to have virtual meetings anywhere – which essentially means that the members can work from anywhere too! However, there are challenges of operating a geographically dispersed team. Let’s examine what they are, the impact, and how seasoned business leaders overcome them and manage to get the most out of their teams.
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Perceived power imbalance
According to an article in HBR if more team members are consolidated in one location or they are in the locations that are geographically close to that of the team leader, then there’s a perception that these people have more power or access to power. This can lead to a feeling of isolation for the other team members or for that matter a feeling of complacency amongst the ones closer. Either way, it negatively affects the overall team morale. Since it is not possible to change the geographic locations of members, team leaders can implement creative strategies to diffuse false perceptions. For e.g., a team leader may need to give particular “power” assignments to those who are farther away from the headquarters or who are working in smaller groups.
Cultural insensitivity
Global teams will naturally contain people from diverse cultural backgrounds. Most people will not know everything there is to know about every other team member’s culture. This can lead to some awkward situations, to say the least. It could even lead to some people responding in culturally insensitive ways. One of the ways to nip in the bud is to raise the topic up in common meetings and suggesting that more often than not these problems are due to errors of judgment, ignorance and not malice. That they can be addressed by increasing one’s awareness of other’s cultures.
Language barriers
Usually, the prominent language in IT global teams is English. However, this is unlikely to be the native tongue for many of the team members. Those whose native language is English are likely to have an advantage in meetings with their peers. The less fluent speakers may feel shy about speaking up even if their ideas are good. Leaders can help overcome this impediment by setting forth guiding principles for discussions. An e.g. could be to suggest that the more fluent speakers slow down their speech and refrain from using difficult phrases. In addition, they might limit the amount of time they are given to talk and urge the less fluent speakers to speak more.
Lack of proper technology
The technology for high-level collaboration and remote communication is out there in the market. It is just that many businesses do not use them correctly. For any organization, there has to be some research done to correctly identify the optimal technological solutions they need to operate efficiently. There are multiple products options available in the market for each type of functions that facilitate collaboration for geographically dispersed teams. Getting the right ones is the key and can make the difference between building synergy and causing disruption.
Lack of good leadership
Diversified teams must have exemplary leadership at the helm. Without it, the teams will quickly fall apart. Besides having the required technical expertise the person in charge of leading such teams must have a global mindset, possess high emotional intelligence, and know the art of mending fissures when they appear.
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Conclusion
In a connected world, as businesses look to the future, geographically dispersed IT teams is a reality that has to be dealt with. For companies with a global outlook, not only is this approach a practical step forward but also one which can be harnessed to their advantage. The key is to recognize that the obstacles that exist are perpetual in nature and have to be dealt with on an ongoing basis.
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If you have any queries in this field, talk to Mindfire Solutions. For over 19+ years now, we have been the preferred Software Development Partner of over 1000+ Small and Medium-sized enterprises across the globe.
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