What is virtual intelligence versus emotional intelligence

When it comes to being successful at work, everyone understands the importance of IQ, or IQ, or general mental capacity. Along with IQ, there is EQ, which stands for emotional quotient, and equates to emotional intelligence, which is still widely recognized as a key ingredient for success in modern workplaces, especially for knowledge workers.

Now in the “new normal” of hybrid working, I have found another “Q” to keep in mind. This new metric is VQ, or the “virtual quotient,” which stands for virtual intelligence.

I dove deep into the research to uncover the most recent, evidence-based advice on what exactly virtual intelligence entails. Many of us have gone through an experiential crash course in virtual leadership and the virtual team during the pandemic. Now an interesting decision is to take a step back and assess our development opportunities by taking a closer look at our prowess in virtual spaces.

The importance of virtual intelligence

Before looking at the four dimensions of virtual intelligence, I’ll first explain exactly why virtual intelligence is important.

Virtual work presents a paradox in that it makes work more efficient while making it more complex. Virtual work is a continuous spectrum versus a rigid framework of “this” or “that”. In some contexts, virtually everyone is working 100%. In other contexts, only a few employees are completely virtual. And in many cases, there is a mix of co-located and virtual colleagues, working in a hybrid environment. Overall, virtual work is dynamic, so a group of colleagues may have a different virtual arrangement depending on the day. On some days, colleagues may need to be on site; while on other days it may be a good idea to spend time with projects away from the noise of an office environment.

Its evolving nature and variation is what makes virtual work so complex. Virtual work involves the use of an assortment of tools to facilitate teamwork. With this increase in tools comes more approaches to using every well or not so well. Two dimensions of virtual intelligence meet this challenge: setting guidelines and efficient execution.

Establish guidelines

In some ways, it’s easier to find time to talk when we’re working face-to-face in an office. We can stop by at any time to check in, ask a question or schedule a meeting with a colleague. But when working virtually, it is more difficult to tell if and when colleagues are available. In addition, it is more difficult to decide which means of communication is ideal, given the circumstances. In this sense, there are three things you can do to establish communication guidelines with your colleagues:

1. Frequency and cadence: Proactively discuss exactly how often and times you will communicate with your coworkers. In many cases, impromptu conversations are sufficient. In other circumstances, regular registration is preferable.
2. Information sharing: Proactively determine which medium will be used to share information, what format you will use for sharing, and where the shared information will be located for future access. We spend far too much time researching information created with our colleagues.
3. Setting up a support: Proactively discuss with your colleagues what support you will be willing to use for different types of tasks. Here’s a quick guide: Instant message for confirmations or setting up more elaborate communication; electronic mail to clarify information and disseminate detailed information; phone calls for complex information where visuals add no value; video for complex information where visuals add value; and face to face for synchronous activities.

Working successfully in a virtual world

When working virtually with colleagues, there are several behaviors that are essential to ensure a high quality experience.

1. Virtual experience: Face to face communication is the most stable. Everyone else has glitch opportunities. It is important to talk about your virtual experience, but also to educate yourself about the virtual experience of others. Confirming the audio and video quality or being able to view material on the screen, etc., can go a long way in maintaining a high quality experience.
2. Virtual media adjustment: Sometimes conversations with coworkers don’t go as planned – we need more time, information or clarity. Speak up and make adjustments in the moment. Don’t wait and let the experience fade away.
3. Virtual information recording: Speak at the start of sessions with colleagues to determine, as a group, how the information created during the session will be recorded and where it will be stored. A large amount of information is lost during virtual sessions, mainly because there is no consistent plan in place.

Another challenge in virtual work is that it is more difficult to build trust. Decades of virtual research show that this is the case. Above all, this obstacle is not insurmountable. When done right, virtual interaction acts as an effective substitute for face-to-face meetings. This challenge paves the way for two other dimensions of virtual intelligence: building relational trust and building trust based on skills.

How to build relational trust

Building relational trust, whereby you look out for the best interests of the other, is a challenge in virtual environments. This is mainly because there are fewer opportunities for informal and impromptu conversations. Virtual conversations tend to be very structured, usually in 30 or 60 minute increments. In addition, there is never enough time to integrate it into professional conversations, let alone personal conversations which facilitate relational trust.

Why is this relational trust so important? It is a vital team attribute that guides the way in many team processes, including psychological safety, information exchange, and constructive controversy. Simply put, teams will fail without relational trust.

1. Allocate time: Building relationships takes time. The process is an investment. While this may seem complementary to “real work,†it’s actually the basis that allows real work to be done, well.
2. Share more candid information: Be thoughtful and strategic about the information you share with others. When you get the chance, use it wisely to get just enough personal.
3. Create sharing opportunities for others staff information: Never embarrass others. Not everyone wants to share. Instead, systematically “create opportunities†for your coworkers to share as much as they are comfortable sharing.

How to Build Competency-Based Confidence

It is also important to build skills-based confidence, which involves believing that everyone is capable and reliable. When working remotely, it’s harder to get a clear idea of ​​where and how coworkers add value to the organization. It is also easier to “drop the ball†when communication is dispersed over virtual media.

1. Clarify your competence: Do not hesitate to explain to your colleagues what you think are your key skills or abilities. This ensures that others understand how you will best contribute to the team’s efforts. Share your experiences, but do it without ego. There is nothing worse than the coworker who introduces himself to new team members with a long list of accomplishments.
2. Timely Responses: The easiest way to degrade competency-based trust is to be slow to react. Set expectations in advance on turnaround times. In the worst case, always acknowledge receipt, then articulate existing priorities.
3. Keep others informed: Another common challenge with virtual interaction is the lack of closure on specific conversations. Have they seen my post? Are they ignoring me? Are they still working on the next steps? Giving regular updates is essential.

Virtual interaction at work has become ubiquitous. While many of us are already comfortable enough interacting with coworkers through Slack or Microsoft Teams, most of us haven’t taken stock of the skills needed for the future of work. It’s time to develop the skills that matter, and VQ, or virtual intelligence, will soon be at the top of the list. Companies and individuals who hone their virtual skills will rise to the top of the workplace of tomorrow.

Scott dust, PhD, is Professor of Management at the Farmer School of Business at the University of Miami and Director of Research at Clover, a technological platform facilitating coaching for all.