I have just completed a bid on a project for which we assembled a half dozen specialists. Only a few of us have ever worked together before and I have some concerns about our ability to work well together when the project starts.
As clients look more for the right expertise, whether or not it is in a single firm, virtual teams are becoming more common. It is often best to work with people whose ethics you trust and technical skills you respect and people with whom you have already worked. However, this is not always possible and, on some highly specialized tasks, you must assemble the best people even if you don't know them. This is usually the responsibility of the engagement manager, who plumbs his or her networks to create a team. There are two ways to get a sense of how well a virtual team is actually going to work.
First, to what extent do you trust the ethics and business skills of the engagement manager? Is this someone with whom you have worked before? Was anything said or done during the development of the project approach or costing that gave you pause about this person? Would you trust this person to take over one of your engagements and expect good client services from them with your best clients? If so, then you passed the first test.
Second, how was it to work with the other team members? Was it a professional experience, with clear and easy communication? Did each person deliver on their responsibilities and effort, or were some reluctant to do their share? Were they respectful and generous in their approach to offering criticism and suggestions? Even if you have never met them, can you create a mental picture of them with some comfort? If so, then this bodes well for a professional and productive engagement.Tip:
When you find yourself invited to participate in an engagement pursuit, make a mental (or written) list of the criteria you would use in selecting a business partner. As you begin to work with the virtual team in developing technical and costing approaches, check off which individuals meet your criteria and which ones fall short. If you are not getting any information about a particular person or about one of your important criteria, dig a little deeper. Soon, you will have a good idea whether your new teammates are ones you can trust and respect. If they come up short in several areas, reconsider (quickly) if being part of this team is in your best interest.© 2009 Institute of Management Consultants USA