Featured Product
This Week in Quality Digest Live
Management Features
Bruce Hamilton
Will lean thinking inform the designers of AI?
Mark Mortensen
Leaders don’t have to choose between delivering results and supporting employees
Gleb Tsipursky
Returning to the office harms diversity
Meridith Wentz
A follow-up conversation with organizational leaders  
Alexander Mirza
A wake-up call for hotel CEOs

More Features

Management News
Gartner survey reveals how organizations are developing their use of AI
While many executives believe themselves immune, research says otherwise.
Tactics aim to improve job quality and retain a high-performing workforce
Increases Xcelerator capabilities for climate-neutral aviation
Demonstrating a commitment to keeping people safe and organizations running
Sept. 28–29, 2022, at the MassMutual Center in Springfield, MA
EPM service provider excels in helping customers work with EPM products
It’s not exactly a labor shortage

More News

Jim Benson


Distributed Teams, Not Distributed Silos

Five elements that improve clarity and collaboration

Published: Thursday, March 30, 2017 - 12:01

The notion of a successful distributed team seems like a wonderful yet unobtainable dream.

But stop and think: How often are your nondistributed teams successful? When have they been successful, and why? It’s never because of your plan, or because you hired the best people. It’s not because you bought expensive, new project management software. It’s not even because you had executive buy-in and freedom to make your own decisions.

Successful distributed teams have only resulted from one key ingredient: clarity.

People need to know what work is being done by whom, what their own roles are, when to ask for help or provide information, what decisions they can safely make on their own, what is being completed (imagine, seeing progress makes you successful), and they need to know the people they are working with.

Distributed team: We have the tools but need to know when and how to use them. Click here for larger image.

For a distributed team, this is hard to achieve and maintain because team members’ exposure to each other is often limited (and sometimes nonexistent). They not only begin to feel isolated, but they also spend a lot of their energy either acting in good faith in a way that doesn’t help the team or wondering how they should be acting.

Trust begins to erode when meetings focus on what is going wrong rather than what is happening in the project as a whole. These lead to a loss of alignment, as people try to figure what is really going on and speculate as to why breakdowns are occurring.

It’s not long before your distributed team becomes distributed silos.

Distributed systems have weaker links between their components (the team members). Russell Ackoff defined a system as “the interactions between the components.” If we have weak links, we have a weak system.

To avoid this, teams must constantly be aware of:
Roles. What things that need to be done are being done, and by whom (not job descriptions, but actual roles)? These can be shared or individual.
Boundaries. When does an action by me require talking to you?
The product. Goals, status, and customer
What is in flight. We can’t collaborate if we are working in distributed silos. Team members must know in real time who is working on what, when they are stuck, and when they have successfully completed their tasks.
Collaboration opportunities. As often as possible, team members need to work together to complete tasks. This builds rapport (very important) and strengthens communications between distributed team members.

When you add these elements together, both team members and the project benefit from greatly increased clarity. People know what is being done for whom, and why. They know what’s being completed so they can interpret breakdowns in the context of overall success. Best of all, accountability, which people spend way too much time worrying about, will be evident in completed work by the team as a whole (no longer any need to come up with productivity metrics or other morale-destroying systems).

All teams, distributed or co-located, will benefit from this clarity and collaboration. We’ve all seen it. Any team you’ve been on that’s been successful has likely known what its mission was, what its role was, and had the information and authority to act.

These elements are explored in depth in Modus Institute’s Successful Distributed Teams class.

First published on the Modus Cooperandi blog.


About The Author

Jim Benson’s picture

Jim Benson

Jim Benson is the creator and co-author (with Tonianne DeMaria) of the best seller Personal Kanban (Modus Cooperandi Press, 2011) winner of the Shingo Research and Publication Award, 2013. His other books include Why Limit WIP (Modus Cooperandi, 2014), Why Plans Fail (Modus Cooperandi, 2014), and Beyond Agile (Modus Cooperandi Press, 2013). He is a winner of the Shingo Award for Excellence in Lean Thinking, and the Brickell Key Award. Benson and DeMaria teach online at Modus Institute and consult regularly, helping clients in all verticals create working systems. Benson regularly keynotes conferences, focusing on making work rewarding and humane.