Virtual Communication – Part 1
Virtual Communication – Within the Organization
by Mark Sivy
As the leader of a virtual organization or virtual team, attention to communication between co-located and geographically separated individuals requires a heightened level of importance and skill. In a recent study performed on leaders of virtual organizations, the participants’ continual return to the communication topic throughout the interview process highlighted communication as one of the most essential and influential components of their leadership. The data analysis revealed two differentiated areas of communication – internal and external.
This blog post examines aspects related to internal communication, which were categorized as being general internal communication, headquarter employee communication, and at-a-distance employee communication. Almost all study responses involved at-a-distance and electronic forms of communication through emails, phone calls, online meetings, learning management systems, and instant and text messaging. The leaders involved in the study said communicating through these various media presented challenges in terms of ensuring that they were done correctly, clearly, and effectively. If these criteria were met, the leaders indicated that contemporary methods of electronic communications were seen to be advantageous over previous in-person ones. The participant also cited face-to-face conversations as well, typically when employees were within short walking distance of each other such as in and adjacent office or cubicle.
The means of and approaches to virtual communication in an organization is different than traditional ones. In a traditional setting, general internal communications are often done according to a daily schedule, are commonly unidirectional, and are often asynchronously viewed, heard, and given response. The majority of the participants felt communication that occurs in a virtual organization is more immediate, dynamic, frequent, and closer to real-time than in a traditional physical setting. The leaders were able to leverage at-a-distance electronic communication in a manner that promoted the overall importance of communication, the need for clarity of communication, the unique uses of communication, and the value that communication has to the school team and community. The media used for internal communication were varied and depended upon the geographic relationship of those who were in contact and the purpose of the communication.
Most leaders alluded to the fact that there is a heightened sense of importance placed on communication within a virtual organization due to the geographic distances between staff. One profound comment that sums up the feeling of many was, “Communication, communication, communication. I don’t think we can communicate enough.”
Headquarter Employee Communication
The leaders reported communicating with co-located staff in a variety of ways that were purpose specific. There were standing times set for face-to-face meetings with all headquarters staff, with these typically happening on a weekly, monthly or quarterly basis. Many of the leaders supplemented these meetings with the use of online meeting systems to connect with those staff who were unable to attend in-person.
The participants also used various means to communicate with those staff that they were more dependent upon and had to speak with more frequently. Each relationship developed a favored form of virtual communication. Being dependent upon proximity, time, and purpose, the common avenues of interaction would involve walking to an office to talk, calling someone by phone, sending an email, using an online meeting system, or using instant messaging. Even in a common physical setting, the sense from the leaders was that the availability of these at-a-distance electronic communication often allowed more responsive and frequent communication and a greater openness than they experienced with in-person discussions.
At-a-Distance Employee Communication
Virtual communication with these employees involved some sort of electronic medium, most commonly email, instant messaging, and content sharing via intranet. When compared to a single location organization, there were more frequent and more random communications with employees, both individually and as teams. Some leaders noted that at-a-distance communication increased the amount of communication between employees, thus creating a greater sense of support and team effort.
Many study participants described communication strategies as being based on the importance of the messages and types of information. The leaders wanted to manage communication in a manner that reduced the burden on employees to keep up with the volume of communications. Messaging systems were used for quick input from an individual, content management systems typically served as a repository for both reference materials and current information. Emails were often used as a means for personal and team communication or specific requests.
Reflection Point – “To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.” ~ Tony Robbins