Virtual Team Roadmap

Roadmap

1 Achieving virtual team collaboration

2 Generating team spirit
-Cooperation & Convergence
Global
Virtual Teams
3 Being inclusive
-Cultural Intelligence

4 Synchronizing
-Coordination & Communication

5 Leveraging expertise
-Capability

© Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 2

What makes virtual collaboration difficult?


Overcoming the barriers


The 6C framework

Trusting relationships

Supporting alignment Isolation

Engagement

Synchronized workflows
COOPERATION
Leveraging expertise

Shared understandings

Being inclusive Successful
GVTs

Confusion Fragmentation
 
Clarity CAPABILITY Cohesion


Roadmap


Global
3 Being inclusive Virtual Teams

4 Synchronizing

-Capability


Cooperation & Convergence: Mindsets

COOPERATION

We help each other
Mindsets
We pull in the same direction

CAPABILITY


Take away | Cooperation

Key team member responsibilities
How can team members help each other cooperate?

● Build trust by increasing openness
● Develop swift trust through relationships and deepen that trust by proving
yourself
● Keep promises
● Be accessible
● Treat everyone with respect and consideration
● Fix problems, do not blame


Convergence: Pulling in the same direction

 Metrics and Monitoring Procedures
 Daily/Weekly/Monthly Validation  Mission
 Team Charter, including:
Performance  scope and strategy
Purpose  success criteria
Indicators

MARKERS
 Clear Global Objectives
 Definition of team values  Optimised Regionally/
 Operating principles Principles Priorities Locally
 Updated when
required

Plans

 Resources and Support
 Timelines and Budgets
 Team Organization and Roles
 Authority & decision making guidelines
 Define extent of local / regional flex


Take away | Convergence

How can you make sure you all pull in the same direction?

● Follow a shared purpose
• Have shared priorities
● Have a plan in place
• Work according to a set of team principles
• Measure team performance


Roadmap


-Cooperation & Convergence Global
Virtual Teams
3 Being inclusive

4 Synchronizing

-Capability


Cultural intelligence: Mindset

COOPERATION

Mindsets We play well together

CAPABILITY


The TMA Worldprism™

RELATING

REASONING

REGULATING

CULTURAL LENS
History Geography Language Religion


Cultural Intelligence

RELATING - How we interact

TASK RELATIONSHIP

EXPLICIT IMPLICIT

INDIVIDUAL GROUP

REGULATING - How we manage
 Person A

Person B
RISK TAKING RISK AVOIDING

TIGHT LOOSE

SHARED CONCENTRATED

REASONING - How we think

LINEAR CIRCULAR

FACTS THINKING

SIMPLE COMPLEX


Take away | Cultural Intelligence

How can team members play well together?

• Understand the factors that influence culture
• Recognize, acknowledge and respect cultural difference
• Avoid stereotypes
• Use the TMA Worldprism™ to profile cultural difference to understand
areas that impact on business activities
• Adapt working styles and preferences to work well with other cultures and
generate business value
• Be aware of the virtual environment


Roadmap


Global
Virtual Teams
3 Being inclusive

4 Synchronizing

-Capability


Synchronization: Mindsets

COOPERATION

We work together
Mindsets

We pay attention to each other

CAPABILITY


Coordination: Mindset

COOPERATION

Mindsets

We work together

CAPABILITY


Coordination: Clarity

Work Analysis
What needs to be done

Roles & Responsibilities
Who will do what & when

Shared Tools
Shared Processes & Technologies
How tasks are done
How information is created & shared

Operating Agreements
How we do things around here


Take away | Coordination

How can you work well together to support coordination?

• Be aware of local priorities and time zone differences of other team
members
• Ensure you understand and know how to follow shared team procedures
• Be clear on roles and responsibilities for you and your team members
• Check for mutual understanding
• Use technologies to be coordinated synchronously and asynchronously
• Engage in regular formal and informal communication


Communication: Mindset

COOPERATION

Mindsets

We pay attention to each other
CAPABILITY


Communication protocols: Best practices

• Make sure the right information is getting to the right people at the
right time and in the right format

• Use a variety of collaborative technologies

• Develop explicit agreements on which media channels to use for
specific types of communication

• Provide frequent and timely information and feedback


Take away | Communication

How can you ensure team members pay attention to each other?

• Make sure the right information gets to the right people at the right time
and in the right format
• Follow agreed protocols and use a variety of tools for effective
communication:
 Which tool
 When to use
 Why to use
• Follow agreed best practice on how to use:
 Emails: Include prefixes, project details, actions, times and dates, adopt
written communication best practice
 Virtual meeting processes: Before, during and after


Roadmap


Global
Virtual Teams
3 Being inclusive

4 Synchronizing

-Capability


Capability: Mindsets

COOPERATION

Mindsets

We share what we have

CAPABILITY


Making best use of diverse expertise

Disturbers Destructors
Generate and shape knowledge Block and distort knowledge

Experimenters Blockers Charlatans
Originators Chaotics Escalators
Questioners Hoarders Toxics
Transformers Whirling Dervishes
Seekers
Knowledge
Labyrinth

Mobilizers
Communicate and use knowledge
Accelerators Amplifiers Channelers
Implementers Integrators Multipliers
Prioritizers Sense Makers Validators


Take away | Capability

How can you and the team share what you have?

• Promote constructive team roles
• Challenge (constructively) negative team roles
• Communicate your knowledge, skills and experiences
• Identify your strengths and developmental areas
• Take the lead when you have the requisite knowledge or skills for a situation
• Create opportunities for sharing your knowledge, skills and best practices
with the team and learning from others
• Pay attention to the capability needs of the team as a whole and identify
how you could help meet those needs


Thank you for your participation

Please visit our website
www.tmaworld.com
Get in touch!

Contact us at enquiries@tmaworld.com

or Eugene directly at epiccinini@tmaworld.com

TMA World is a leader in developing talent for the global workplace.


TMA World is a leader in developing talent for the
global workplace. Across 50 countries we apply
a blend of experiential workshops and e-learning
methodologies to enable individuals at all levels to
lead and collaborate across distances and difference:
Develop leaders - who possess appropriate global mindsets and competencies
Engage global teams - to collaborate seamlessly and support international growth
Achieve consistency - across cultures, methodologies and management
Harmonize cross-border relationships - both internally and externally
Unify your people - to enable the free flow of ideas and skills globally

To find out more about how we can help you address your learning and development
challenges, please contact us at enquiries@tmaworld.com or visit our website
www.tmaworld.com

London New York San Francisco Hong Kong Singapore Bangalore Moscow


TMA World Publications
Written by Terence Brake, President, TMA World-Americas http://virtualteamwork.blogspot.com

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