Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams
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Learning Objective: Support leadership effectiveness in managing remote and virtual teams Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience. At the end of this seminar, participants will be able to: a. Examine how current leaders manage remote and global teams. b. Explore the limitations and role of technology in leading remote teams. c. Examine cultural and other factors that impact virtual effectiveness.
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Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams
- 1. GLOBAL AND VIRTUAL LEADERS: INCREASING PERFORMANCE AND RELATIONSHIPS FOR VIRTUAL AND REMOTE TEAMS
- 2. Examine how leaders manage remote and global teams. Explore the limitations and role of technology in leading remote teams. Examine cultural and other factors that impact virtual effectiveness. Today’s topics
- 3. Why virtual teams? Globalization Cost savings Tap into larger workforce pool Allow disadvantaged workers to participate in the workplace Tap into experts Increased (virtual) workday; follow the sun in different countries Flexible hours for employees
- 4. Enablers Technology • Communication: Chat, email, BB, video • Reporting and knowledge repository Shared goals Touch and feel of leadership Framework/understanding of when to go virtual and when F2F
- 5. Hindrances Emotional cues missing Cultural diversity Attention span Inclusion Lack of trust and team spirit Technology reliability Perceived to be generational Knowledge transfer during attrition Conflict resolution
- 6. Low Medium High Complexity Collaboration LowMediumHigh 6 Framework for virtual teams F2F Virtual
- 7. Tips for success Slightly overhire Facetime for interviews Onboarding – 90-day plans, virtual tours Have reports/productivity parameters Review frequently Bring in video technology Set up team rules
- 8. Good reading Leading Virtually Ken Blanchard Companies bit.ly/1TlgQGN Making Virtual Teams Work: Ten Basic Principles Michael Watkins bit.ly/1R4pru5 21 Essential Strategies for Managing Virtual Teams Rob Rawson, Biz 3.0 bit.ly/1oqVfIL
- 9. Good reading The Ultimate Guide to Remote Work Wade Foster, Zapier bit.ly/1FqgHwa Virtual Teams Versus Face to Face Teams: A Review of Literature Shikha Gera, IOSR Journal of Business and Management bit.ly/1VgIORU A Cost-Benefit Analysis of Face-to- Face and Virtual Communication: Overcoming the Challenges Rebecca Heller, Gap Inc. bit.ly/1Tlk3pY
- 10. Good reading Managing Virtual Work Teams Frankie S. Jones, Ph.D., SHRM bit.ly/1LpFRZR Achieving Excellence, Virtually Ken Blanchard Companies bit.ly/1ObOJlF Global Training Sought for Leaders of Multicultural Teams Kathy Gurchiek bit.ly/214D1SW
Notas do Editor
- US Companies trying to launch products in other continents Using cost arbitrage- companies are becoming more profitable- more investment. Now we don’t need to worry about talent shortage in a small town in nebraska Physically challenged workers can participate I nthe workforce. Travelling to the workplace and having a very handicapped friend;ly building was a challenge many a times Experts were contactable via visits and travel- very expenive
- You must know when to use email vs phone call Vs Video vs F2F
- Trust comes from Respect and Empathy. Cultural diversity of moring chat on weather, football, use of words and idioms, pronounciations,
- This is at the task level. Cost is always a consideration. There is a cost to a F2F. Look at hindrances for help. If there are way too many hindrances impacting your team and that is slowi9ng you down, go for a f2f. The impact of wrong selection of model will cause a lot of pain in the system. Outsourcing and more importantly offshoring started with IT. But the difference with IT and Engineering is that Engineering is collaborative. Its innovation. We learnt that not all tasks are offshorable; also not everything needs to be done at customer site through staffing. When to use Offsite and when to use Offshore was first very empirical; then we realized that core competencies of our customers should ot be outsourced as well as non-core items need to be outsourced. Also, bottom left corner ,digitally enabled tasks get done offshore simpler. More collaborative and more complex tasks need to be done co-located with customers. It takes a highly integrated Project team and a tightly integrated global organization to make sure that the entire matrix is managed seamlessly giving the client the full advantage. Our employees US side our treated the same way as employees in India. Our competitors either use staffing companies in the US for local staffing ends or use alliances in India to enable offshore. Both models ultimately fail.
- We're all for water cooler conversations—especially if they're about baseball! But managers that still view virtual communities as ineffective because they can't simulate water cooler conversations probably haven't used instant messaging effectively. We keep in daily contact with our geographically dispersed teams through instant messaging, which provides both a real-time communications vehicle and valuable presence information.