Thriving in a Virtual Team

Leading, contributing, and following for product managers

Nov 05, 2024

In today’s flat, fast-paced organizations, product managers can be on a team of 15 or more people reporting to a single manager. These dynamics push managers to appoint virtual team leaders, creating adaptable teams that come together to solve specific challenges before dissolving and re-forming as needed.

Today, as a product manager, you may shift between multiple roles throughout the year: sometimes leading the team, sometimes being the critical contributor, and other times providing the foundational support. Think of it as a "sandwich" of roles:

The Team Leader: Holding the team together and steering the vision.
The Contributor: The core of the team’s productivity, driving substance and results.
The Follower: Offering reliable support and a strong foundation.

With each role comes a unique set of responsibilities and skills. To thrive in virtual teams, today’s product manager must be a versatile leader, a proactive follower, and a dedicated contributor, ready to adapt to new challenges as they arise.

Mindset Shifts for Today's Virtual Teams

But what does it take to truly excel in this environment? Let’s explore the mindset shifts that can set you up for success.

Here are 3 mindset shifts to succeed:

Following is Leading: Take the initiative to contribute as a follower
Sharing your early work is progress: Carve out deep work time for meaningful contribution
Always have a plan: Teamwork depends on organizing and adapting

Considering that you can be following, contributing and leading different teams over the year, let's dive into the best practices for each mindset.

Teamwork Mindset: Following is Leading

Before you can lead a team, you need to demonstrate your following skills. Supporting your peers is a form of leadership with results for the whole team. As a follower your expertise is usually in demand by multiple teams.

To contribute as a follower, these are your key actions:

Give meaningful feedback: never say "good job"; instead give constructive help
Support decisions even when you disagree: join forces with your team to provide a good outcome
Take the initiative: A follower is not a passive role; offer real help to team mates and team leaders

Virtual teams depend on following as much as leading.

Teamwork Mindset: Share Your Early Work

As a team contributor, the whole team is waiting on your work. Your material is in the critical path of the virtual team!

Does this mean you put out low quality deliverables because it is time? No.

It means you carve out time to prepare enough to enable the virtual team. As early as possible determine the minimum to keep progress moving. Know who is waiting for your work. Be clear in your head what you will provide.

For meaningful contribution delivered in time, here are your steps:

Know your definition of done: think about what you can do to help and communicate about it
Worry about delaying your team: do your best work and share it early so you can adjust it
Let your team know when you are done: hand off your work and move on; your team knows how to get your help after you finish

It is scary to put your work out to others. However, the whole team is depending on your material. Do your part to keep progressing!

Mastering your work in progress isn't just about completing tasks - it's about maintaining momentum and staying adaptable.

Teamwork Mindset: Always Have a Plan

Whether you are leading a small initiative or a large one, organizing the work and planning for success is crucial. But what if the goal of the team is unclear?

The path through ambiguity is to adopt a pioneering leadership style. The steps are:

Communicate the end goal: clear objectives keeps the virtual team focused
Organize around hypothesis: break into small groups to experiment and communicate in shared documents
Structured learning checkpoints: reflect on the experiment results and adjust the plan
Update stakeholders: consolidate learning and next steps to give stakeholders a chance for feedback

Organizing your virtual team's work is your biggest contribution. When the team members can see how their work fits into the shared goal, they work independently.

Most team leaders are expected to put in more than an organized plan and periodic stakeholder communications. They have product management assignments as well as the team leadership. By organizing the work, setting up shared documents and scheduling learning checkpoints, team leaders have time available for hands-on work.

One mistake some team leaders make is being the "voice" for the whole virtual team. When the team leader becomes the only communicator about the team's work, then the virtual team becomes unproductive. With the team leader's organization, each team member reports on their progress and their part in the outcome.

Conclusion: Embracing Flexibility and Ownership in Flat Organizations

As organizations flatten, virtual teams present an exciting opportunity for product managers to take on new responsibilities, experiment with different roles, and learn from varied perspectives. Embracing the mindsets of following, contributing, and leading allows you to thrive in this dynamic environment, where each role strengthens your ability to collaborate, share accountability, and drive progress.

By adapting to these shifts, you build stronger connections with your team, achieve shared goals efficiently, and provide leadership that balances vision and collaboration. In this rapidly evolving landscape, your willingness to engage in all aspects of teamwork—following, contributing, and leading—will set you apart as an invaluable asset to your organization..