Top 6 Best Practices for Managing Virtual Teams

Virtual team best project practices are different; they are an extension of best project practices.

Managing virtual teams successfully requires more than applying traditional project management methods at a distance. It calls for clear communication, strong leadership, and a shared sense of connection among people who may never meet in person.

Build a Foundation for Communication and Collaboration

Every high-performing virtual team starts with two essentials: a communications plan and team operating agreements. The communications plan defines who needs information, when, and through what channels. The operating agreements clarify expectations for accountability, meetings, deliverables, and conflict resolution. Together, they create structure and transparency—helping everyone stay aligned across time zones and cultures.

Take Time to Understand Team Dynamics

Virtual project managers must “slow down to speed up.” Before execution begins, take time to understand each site’s culture, working hours, and technology limitations. Make sure all team members have equal access to tools and information. When potential barriers are addressed early, the team can work faster and with fewer disruptions later.

Choose Technology That Brings People Together

Technology is the backbone of a virtual team. Choose platforms that make collaboration feel natural—high-quality video, clear audio, shared workspaces, and instant messaging. The best tools are easy to use, reliable, and promote real-time engagement. Set clear guidelines for how each tool should be used so everyone stays consistent.

Create a Strong Virtual Presence

In a virtual environment, how you communicate becomes who you are. Project managers should be intentional about tone, frequency, and style of communication. Be consistent, clear, and open. Ask for feedback and adjust your approach to maintain trust and visibility. Your “virtual personality” sets the tone for the team’s culture and energy.

Foster Connection Beyond the Tasks

Without in-person interactions, team relationships can weaken. Create opportunities for informal conversation—short virtual coffee breaks, quick check-ins, or open chat spaces. These moments help team members build rapport, share ideas freely, and maintain a sense of belonging.

Run Meetings That Engage and Inspire

Virtual meetings must be purposeful and engaging. Keep discussions interactive by asking questions, encouraging input, and using visual collaboration tools. Speak clearly and avoid jargon or long monologues. Make sure every participant feels seen and heard. The goal is not just to exchange information—but to build alignment and motivation.

The Bottom Line

Managing a virtual team is about clarity, connection, and communication. When project managers combine strong structure with authentic engagement, teams feel supported and perform at their best—no matter where they are in the world.

Summary: Top 6 Best Practices for Managing Virtual Teams

1. Develop and use a communications management plan and team operating agreements.
2. Slow down to speed up. Take the time upfront to understand all the environments and cultures you are working in.
3. Select appropriate technologies for team interactions.
4. Create a virtual personality and presence by exploring your strengths, weaknesses, and natural tendencies.
5. Be a great host/hostess. Create places where the team looks forward to and can meet for unplanned interactions.
6. Run effective virtual team meetings; use good basic meeting management techniques and create, foster, and force engagement and interactions frequently.

By learning, applying, and adapting these best practices for managing virtual teams, you have a better chance of leading your teams toward project success.

About the Author

Star Dargin, PCC, CPCC, is a Trainer and Consultant for Corporate Education Group. Star is also Founder of Star Leadership, a management consulting firm that offers coaching, training, and consulting services for businesses. Star’s client experience includes numerous industries, small businesses, learning institutions, state agencies, and independent workers. Star has held leadership positions at several high-tech companies, in roles such as Director of Engineering, Director of Project Managers, and International Program Manager; additionally, Star is an adjunct professor at Boston University where she teaches graduate level courses on Leadership and Communication for Project Managers.

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