Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 5, Issue 5;   February 2, 2005: Virtual Communications: II

Virtual Communications: II

by

Participating in or managing a virtual team presents special communications challenges. Here's Part II of some guidelines for communicating with members of virtual teams.

Ed picked Katrina's number from his cell phone menu, slid his coat just a bit off his right shoulder, stuck the phone between his shoulder and his ear, froze for a moment with his right arm halfway out of his coat sleeve, and listened. "Good," he said aloud to himself, "Ringing. Maybe she's in."

An iphone 4sHe listened to the ringing as he slid his right arm out of his coat, then his left. He threw the coat on the hard hotel bed and sat down on the desk chair. As he began untying his left shoe, Katrina's voice came on the line.

It was her outgoing message. She gave her name and said, "Press star to skip this message." Ed pressed star, thinking, 'Thank you, Katrina.' He'd heard her message thousands of times, but he could never remember how to skip her message.

When Katrina recorded her outgoing message, she gave a gift to all of her colleagues by telling them how to skip her message. For repeat callers like Ed, it saves a few seconds every time. It adds up, and it can be a wonderful thing when he's rushed, or at the end of a long day. Little niceties like that can make the difference between a high-performance team and one that struggles to survive.

Here's Part II of my guidelines for communications within virtual teams. See "Virtual Communications: I," Point Lookout for January 26, 2005, and "Virtual Communications: III," Point Lookout for February 9, 2005, for more.

Be realistic — you'll probably
have to leave a message
when you call
Use Call Waiting only with Caller ID
Interrupting a call just to find out who else is calling is a destructive practice. Get a service called "Caller ID with Name on Call Waiting," which lets you see who's calling without interrupting the current call. Even with this service, interrupt a call only for emergencies or when the second caller calls a second time.
Think "inbox" when leaving voicemail
For voicemail, follow the format we use for email: first give your name, your full phone number, the topic, and the priority, and then give the body of the message. It's a courtesy to the listener.
Speak slowly in voicemail
Speak clearly. If you're calling from a noisy environment, such as an airport, try to find a quiet place to make your call. Slow down even more when you say your phone number or email address.
Don't make up voicemail messages on the fly
Be realistic — you'll probably have to leave a message when you call. Be prepared to do so.
Leave only simple voicemail messages
Complex voicemail messages are hard to follow. The recipient almost always has to write them down. If possible, send complex messages by email. Thirty seconds is the practical maximum, especially if the recipient gets lots of voicemail.
Say goodbye only once
It's amazing how many people say multiple goodbyes. One will do the job.

How many voicemail messages will your team send this year? Think about how much time you can save, and how much confusion you can avoid, if your team follows these guidelines. Just don't try to explain them in voicemail. Go to top Top  Next issue: Virtual Communications: III  Next Issue

303 Tips for Virtual and Global TeamsIs your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenAnNuZhvtLScITfsGner@ChacnrgVVBhlxEVYZERDoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Submitting a status reportStatus-Report as a Second Language
Sometimes, the clichés the losing team's players feed to sports reporters can have hidden meaning. So it is with Project Status Reports, especially for projects in trouble.
Well-wishers greet physicist Stephen Hawking (in wheelchair) at the Kennedy Space Center Shuttle Landing FacilityLogically Illogical
Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure. Here are just a few.
Winslow Homer's painting, BlackboardFill in the Blanks
When we conceal information about ourselves and our areas of responsibility, we make room for others to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.
Example of an unsecured driver-side floor mat trapping the accelerator pedal in a 2007 Toyota Lexus ES350Indicators of Lock-In: II
When a group of decision makers "locks in" on a choice, they can persist in that course even when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
Then-Capt. Elwood R. Quesada who became commanding general of the 9th Fighter Command in operation OverlordCommunication Refactoring in Organizations
Inadequate communication between units of large organizations is one factor that maintains the dysfunction of "silo" structures in large organizations, limiting their ability to act coherently. Communication refactoring can help large organizations to see themselves as wholes.

See also Personal, Team, and Organizational Effectiveness, Effective Communication at Work and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

British mathematician Christopher Zeeman in 2009Coming October 18: Missing the Obvious: II
With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen? Available here and by RSS on October 18.
Five almondsAnd on October 25: Workplace Memes
Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenOXrAvBzTBhcmyEyFner@ChacxaYFaIEiZelzQFteoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Workplace Politics Awareness Month KitIn October, increase awareness of workplace politics, and learn how to convert destructive politics into creative politics. Order the Workplace Politics Awareness Month Kit during October at the special price of USD 29.95 and save USD 10.00! Includes a copy of my tips book 303 Secrets of Workplace Politics which is a value!! ! Check it out!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.