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We were all thrust into a new world of leading others virtually due to COVID-19. Our daily personal and professional lives were upended. Along with a new way of working and living came the added challenge of learning to lead teams in a virtual environment amid a pandemic. Over the past nine weeks, there have been hard conversations, dramatic changes to operations and lessons learned on leading others during this time. This article focuses on sharing six thoughts on leading virtual teams right now.

Managing direct reports is different.

Check-in’s need to be more frequent in a virtual environment. Connecting with your direct reports for 30 minutes once or twice a week will allow you to stay connected to the needs of your team, provide resources and support, and keep project and work momentum moving. 

Flexibility is essential.

With the home now being the office, the classroom, and the playroom, employees need more support and flexibility. Employees are in a variety of physical and psychological states. Some are doing okay, some are not. Some have adequate resources and support, some do not. Some are caregivers in their homes, some are living alone and coping with isolation. Meet the individuals on your team where they are. For example, a parent may need time to homeschool their child during the middle of the day. Focus on supporting people and producing results and not when the work gets done.

Zoom fatigue is real.

Nonstop video meetings can quickly sap valuable energy that could be better put to projects and solving problems. Schedule breaks between video meetings to reset the mind, rest the eyes, and enable sustained energy - encourage your employees to do the same. Hold some meetings via phone and walk while you talk.

Inclusion is vital.

As a CU Boulder core value, it is vital that we maintain our commitment to inclusion while working remotely. Use these strategies to intentionally build an inclusive team culture. 1.ÌýÌý  

• Create accessible content. Ensure virtual materials are accessible, mobile friendly, and shared before, during and after meetings, trainings and events. Need help with accessible materials? Review the accessible resources ±è²¹²µ±ð.Ìý
• Use alternative engagement strategies. Consider employees’ circumstances when setting expectations for engagement. Do they have adequate internet? Can they participate via phone? What is the best time of day to engage given other responsibilities such as childcare? 
• Be aware of how different identities and communities are impacted. Mental health, physical and psychological safety, resources and support, and competing priorities are impacting people differently. Educate yourself on these differences.
• Ask employees how they like to be included. Inclusion and belonging are specific to individuals. One helpful strategy is to ask employees how they like to be included.
• Know your resources. Familiarize yourself with campus resources to support your supervisory needs in this virtual and pandemic environment. Begin by familiarizing yourself with the supervisor resources located on the COVID-19 HR Guidance Page.

Vulnerability is humanizing.

Check-in with your team to understand their experience and how you can be supportive. Be honest about your own experience. This will give them implicit permission that they can do the same – better yet, explicitly encourage them to do so. Be informed about the resources available to you and your employees. Looking for a different question to ask other than ‘how are you doing?’. Check out this .ÌýÌý

Focusing on work drives purpose.

It is easy to feel lost during times of uncertainty. Supervisors can help employees feel more connected by focusing them on purposeful work. Collaboratively, identify short term (one to three months) goals with each of your direct reports. Commitment to producing outcomes that continue to support students, babyÖ±²¥app and staff will aid in providing clarity and control during times of disruption. 

Lauren Harris is the training and development manager for CU Boulder. For information about training opportunities in HR, visit: /hr/learning-development/employee-learning.