The possibility of working virtually five years ago, especially during the peak of the pandemic, was a godsend. Even after that though, working remotely was too good an opportunity to pass up for me, no commute, comfy clothes, my own space—what could possibly be the downside?
That downside came quickly, on the first few days of training really – where usually you’d get to shake hands with your co-workers, share a smile as you went into the office and crossed paths, here you meet them via a small screen only when it was time. You could see only from the shoulders up, and a tiny portion of their background, or whatever portion they decided to make visible in the virtual meeting. The first impression can be you both trying to make sure you’re not muted in Zoom rather than say, how tall they are, what outfit they have on, etc. For my team at the time, I just popped up on Zoom and that was their first impression of me.
But years later, I realized that while it’s a hurdle to tackle, it’s really not so different from being in person. It’s the same scenario but with modern day environments, the same equation in a different context. We all present a different front to our colleagues. We co-exist in a shared “space” and work towards common goals.
Ultimately the fear boils down to lack of human connection which can lead to miscommunication and isolation. It’s the fear of a harmless text being read in the wrong tone, or an email being misconstrued because you’re not familiar with your coworker’s expressions and tendencies. For us at times, it felt like you weren’t a real person outside of those Zoom calls. Being forgotten until a text pops up and reminds you. It’s missing half of someone’s sentence because their internet lagged. Wondering if a period after “Ok” meant they were mad (It’s more a millennial thing, maybe).
There have been studies showing some challenges that a team may face during a group video call through;
But the reality is this: team culture, whether in-person, hybrid, or fully remote, works best when it’s intentional. True culture is not an accident of what a group of people interacting produces, but rather an intentional application of the values that a team has decided to abide by as an organization.
With the Ciprani team being a full hybrid team, with some like myself fully remote, some working in the office a few days of the week, culture has been a conscious decision to work towards. It is a full consideration of what the shared goals are, what the vision is and what is needed to get there. It is a continuous understanding that while culture can and should be about the fun parts, it is also about the trust, communication and shared interactions of the team members. It isn’t about compromising because of limitations; it’s about collaborating within our realities to find common ground where everyone can show up and be part of the culture.
It most certainly is not easy. But anything involving other humans most often is not easy. Not to say that the fear of a virtual culture is entirely unfounded, it certainly has its own merits. But not enough, in my opinion, to warrant the stigma it has around it—that it still has to this day even with the increasing number of employees and opportunities by working remotely.
And it is an opportunity that impacts the business, and countless other businesses if they allow it, in tremendous ways. To be able to hire and consult for business not only in the US but also in Canada, with support and insight from someone across the globe is an underrated advantage that we otherwise would not have had. For instance, being able to continue business as usual for all team members even as the office was being completely renovated and still operating at standard capacity is a fact we can take for granted.
One of the most crucial steps in fostering a successful virtual and remote culture is to shift mindset from what’s missing to what’s possible. It’s important to remember that virtual connection isn’t inferior – it’s simply different from conventional in-person connection. And that it takes intentional leadership and intentional participation. As with any team, leadership takes the first step and sets the tone for the team but it is still the all the team members’ responsibility to actively contribute and be part of the culture.
With our team, the most basic ways that we set intentional participation is our morning stand up calls via Zoom, getting to see each other to start off the day and intentionally interacting does leaps and bounds to the team’s familiarity. Some days are business driven and others are based on connection, work cultures need to be both positive and productive. Discussing challenges with authenticity and vulnerability as application of our value “Teamwork” is another. And Fridays are a special treat when we get to hear each other’s wins of the week, not only professionally but personally. We actively face problems together and we celebrate together. It can also be as simple as chatting with one another throughout the day and being present with each other day to day.
Virtual culture isn’t just possible – it can be powerful especially when your teammates are halfway across the globe. Like any culture, it’s made by people who choose to show up, connect, and build something bigger than themselves. The fear is real, but what’s on the other side is worth it.
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