Here's how you can navigate diverse communication styles when giving feedback to virtual team members.

I love a good survey. And in the virtual space, there are tons of ways to collect preferences and data. So create a communications preference survey and study the results. And then use the preferred method for each staff member as much as possible.

Be Clear and Specific: Concrete Examples: Use specific examples to illustrate your points, which can help avoid misunderstandings. Actionable Suggestions: Provide clear, actionable suggestions rather than vague comments. Ask for Input: Encourage team members to share their thoughts and perspectives on the feedback. Active Listening: Practice active listening to understand their viewpoint and address any concerns they might have. Video Calls: Use video calls for more nuanced and personal feedback, allowing for better non-verbal communication. Collaboration Tools: Utilize collaboration tools (e.g., Slack, Microsoft Teams) for continuous feedback and follow-ups.

We live in a global economy and a global workforce environment, therefore as leaders, we have to consider the human and cultural aspects whenever we have to share information, despite if is feedback, good news or a direcr request.

To effectively communicate with your team members, especially in a virtual environment, you first must listen to them. Let's start with 1:1 discussions, I tend to lead with "What's on your list?" because that gives me a direct line of sight into what is most important to them. Interspersing connection points with Teams chats, video calls and even texts, continues my interactions and gives me additional insights into how they best want to communicate. There is no one size fits all approach. Even when you think you've got it figured out for your team, something will always change and your communication style must shift as well. Bottom line... listen to your team. They will always tell you how to best communicate with them.

One of the leader's challenges is having perspicacity with communication, it requires self-control, behavioral understanding, analysis of the moment, and the ability to know that the same message needs to be conveyed differently to each individual, and even then we are not sure of success. Therefore, constant improvement and continuous learning are necessary to allow us to achieve the maximum. I like to emphasize that finishing the process by asking about understanding, about what was agreed, and giving the right to express opinions and/or open themselves to the context facilitates achieving the final objective.

In communication there is always a proper chanel for a better distribution of the message. In my personal experience, direct contact is always better, a phone call or in person if possible. If the communication is needed to be formally, and email with a official memorandum is the most accurate way to proceed.

Delivering feedback is so important that I believe direct communication is the best option. Emails are good for following up a discussion or sharing of information, but not for delivering feedback. Feedback is a gift, both positive and constructive. Why would you ever leave that to an impersonal email when the meaning is as much in the delivery as it is in the words. Emails can be misconstrued because of LETTER CHOICE or punctuation!!!!! When you deliver feedback via a video call or in person (ok, use the phone if no other choice) have a conversation. Feedback is never a one-way discussion, there is always a response- from appreciation, agreement, disagreement, coaching to even action planning. It shouldn't be something you just drop off.

Acredito que o meio mais adequado para um feedback virtual é certamente através de uma vídeo chamada, onde ambas as partes estejam com agenda disponível e foquem realmente no momento que foi separado para o feedback, evitando distrações diversas e inativando até mesmo os smartphones. A estrutura precisa ter tópicos específicos e bem estruturados para que se garante que todos os assuntos pertinentes foram tratados. O feedback precisa ser direto, aberto para ambos, tratar de temas específicos, voltado ao crescimento, encorajamento e elogios dos pontos fortes e abordar rotas a serem corrigidas

The method I use to deliver feedback affects how it is received. Some virtual team members prefer written feedback as it gives them time to process and respond thoughtfully, while others prefer the immediacy of a video call. The nature of the feedback sometimes requires a more personal touch, which is achieved through one-on-one video meetings. However, simple updates or acknowledgements can be sent via email or instant messaging to team members.

Communication especially with a virtual team is preferable with a video call. It usually results in better quality feedback as the exchange is real time and less likely that people get distracted with other tasks when on a call. Certainly there are situations where instant messaging will suffice when intent is clear and direct. Emails are for outside organization contact only or those you might be contacting for the first time within the organization but their use has certainly become less frequent as people will prefer direct instant messaging communication which is where you would normally be more engaged and result in faster resolution.

There is a mexican writer, who says that there is nothing bad on getting angry, the tricky part is the amount of anger, the place you decide to show your anger and the tone level of your anger. This apply to any emotion. The tone will settle the answer from whom receives your message.

The tone of your feedback sets the stage for how it will be received. In a virtual setting, where tone of voice and body language are less apparent, it's crucial to be explicit in your written and spoken words. Aim for a tone that is positive, constructive, and supportive. Starting with positive observations before addressing areas of improvement can help cushion the feedback and make it more palatable. Remember to be clear and direct to avoid any misunderstandings that can arise from ambiguous language.

In virtual environments, how I deliver feedback holds equal significance to the content. Due to the absence of non-verbal cues, my choice of language carries added weight. Therefore, I aim to consistently employ a positive tone that fosters an environment conducive to growth and learning. I endeavour to provide specific and constructive feedback, focusing on behaviours and outcomes, to cultivate a supportive atmosphere where feedback serves as an opportunity for individual development.

Setting the right tone can make or break feedback. I always start with positive remarks to create a comfortable atmosphere. I recall a time when a gentle, encouraging tone helped a team member in Delhi open up about their struggles, leading to a constructive conversation and better performance.

I guess I'm a one woman Union. I always lead with who I am this way there's no confusion about what I will do and how I expect everyone to work with me. I'm a strong believer in teamwork to get the job done but everyone must put their part in and in a timely manner, otherwise there's a hole in the team, a delay that will always have to get plugged up.

A realização de feedback contínuo muito se assemelha à educação de filhos. Se torna muito mais palpável, entendível e melhor "digerido" quando feito de forma imediata e trazendo fatos e dados que corroboram aquela atenção. Tanto o elogio quanto a critica, quando bem fundamentados e expostos de forma direta, clara e tempestiva ao acontecimento, tendem a ser melhor recebidos e assimilados.

O tempo e duração do feedback deve ser alinhado com antecedência e precisa inevitavelmente ser bom para ambas as partes. Dado a importância que o feedback representa para alinhamento de expectativas, para definição de escopo de trabalho, para planejamento e para engajamento da equipe, os líderes devem colocar como prioridade um calendário fixo de feedback com sua equipe. Quanto ao tempo da reunião em si, precisa ser um momento estruturado, com pautas específicas e sem distrações ou interrupções. O tempo é um investimento muito precioso no feedback e não pode ser negligenciado.

Timing is crucial when I give immediate feedback to virtual team members regarding a specific task or action. For more comprehensive evaluations or sensitive topics, I schedule dedicated time for discussion to provide the necessary space for a thoughtful exchange. I ensure that the chosen time respects the different time zones of my team members, e.g. I have a council member in America, and I am in the UK. I recognise that they are not preoccupied with other tasks, allowing them to engage in the conversation entirely.

Feedback timing is key. I've found that immediate feedback after a project keeps the context fresh. Once, I delayed feedback for a week, and the team member had already moved on mentally, which made the feedback less effective. Now, I prioritize timely feedback to keep it relevant and impactful.

Following up shows commitment. After giving feedback, I always check in to see progress and offer support. I remember a developer in Bangalore who appreciated regular follow-ups, which not only improved their work but also strengthened our professional relationship. This consistent follow-up helped build trust and ensured ongoing improvement.

I have found if you have already established trust in your relationships, providing feedback becomes more of a mentoring experience, and therefore checking in is a natural progression of showing support in the continued success of that individual, and the team as a whole.

After providing feedback, I follow up with my virtual team members as I am invested in their progress and open to ongoing dialogue. I check in to see if they have any questions or need further clarification on the points discussed. Offering additional resources or support can also be beneficial. By establishing a pattern of follow-up, I create a loop of continuous improvement and reinforce the importance of feedback within my team's culture.

It is important to create a small document to write the main topics covered by the feedback and define a next following meeting in order to discuss the improvements after the feedback.

Following up after providing feedback is a critical step that often gets overlooked. Follow-up ensures that the feedback is understood and that steps are being taken to address any issues discussed. Schedule a follow-up meeting to discuss progress, address any lingering concerns, and offer additional support or resources. This continuous loop of feedback and follow-up helps reinforce positive changes and demonstrates your commitment to the team member's development.

A prática da escuta ativa é fundamental ao feedback. Muitos temem esse momento e relacionam feedback a "momento em que o gestor irá me avaliar" - e a maioria, de forma pessimista, acredita que o momento é propício para o reforço apenas de seus pontos de melhoria. Feedback é oportunidade para troca de percepções, e, com equipes remotas o desafio maior é manter a conexão(até no sentido literal) e a via de comunicação e alinhamento entre empregado e líder sempre aberta!

Communication is at the heart of everything. Without it there is no direction, no guiding principle, no common goal to achieve. Virtual teams need it more than ever because you can't just bump into them in the hall. Be purposeful in creating discussion opportunities. Start a Teams chat, share an article or a quote that reminded you of something your associate said or shared. When you take an open and honest interest in your team, they are more willing to contribute to conversations, ideation sessions and give their all to the work, because you, as their leader, has created an environment in which they feel they are heard and can thrive.

Sharing and receiving feedback with virtual teams starts by encouraging dialogue. However, encouraging dialogue can backfire if you’re not clear about how feedback and comments should be exchanged (set the rules of the dialogue), because many people will violate unwritten rules of corporate culture and publicly voice negative opinions that can cause friction between individuals or sew misinformation about an employees contributions to the team. By setting parameters that feedback is either public or private, you encourage candidness and honesty, and can address feedback better to work forward from there.

Encouragez les membres de l’équipe à partager leurs pensées et sentiments sur le feedback. Un dialogue ouvert permet une meilleure compréhension mutuelle et aide à identifier d’éventuelles incompréhensions ou obstacles.

Encouraging an open dialogue is essential for creating a culture of continuous improvement. Feedback should be a two-way street where team members feel comfortable sharing their thoughts and suggestions as well. Encourage them to ask questions, express their views, and provide feedback on your leadership as well. This fosters a sense of mutual respect and collaboration, making the feedback process more effective and beneficial for all parties involved. By understanding these key aspects and incorporating them into your feedback process, you can navigate the diverse communication styles within your virtual team more effectively. This not only enhances individual performance but also strengthens the overall team dynamics and productivity.

Retrospection is very important in feedbacks. While we deliver what we think is right, it is equally or more important for the receiving person to retrospect based on feedbacks provided and do a reassessment of the situation. Reassessment can be 1) against self : did the person delivered better than last time 2) against colleagues : how do they benchmark against their peers 3) against peers in the industry. This will help one to get more self motivated and improve further next time.

Feedback is one of the multifunctional tools which has impact on employee development, engagement and performance management. We need to consider the following while giving feedback also: - be open to receive feedback as well - to give tools or suggestions for improvement if the feedback for low performer - to give feedback for good performance also - use feedback sessions as lessons learned approach rather than blame game - give feedback timely means do not wait too much for giving feedback - if the feedback is for poor performance deliver it individually - watch out your body language, tone and mimics as well while delivering feedback. Remember everything can be learned therefore practice, reflect, make improvements, practice again.

It is important to finish the meeting asking for a tiny general feedback about the work of the person who is giving the feedback.

Soyez conscient des différences culturelles qui peuvent influencer la façon dont le feedback est perçu. Dans certaines cultures, un feedback direct peut être mal interprété, tandis que dans d’autres, il est attendu et apprécié. Utilisez des exemples concrets pour illustrer votre feedback afin qu’il soit clair et actionnable. Restez positif et focus sur les améliorations et le développement personnel plutôt que sur les erreurs.