This document provides an overview and summary of a webinar on preparing for and leading a remote workforce. The webinar covers topics such as the benefits of remote work, challenges of transitioning to remote work quickly, best practices for organizational leaders, HR professionals, and remote team members and leaders. It also discusses types of virtual teams, challenges of leading virtual teams, strategies for effective virtual meetings and communications, and a leadership model for planning, preparing, producing results and reviewing performance in remote teams.
Virtual & Local Teams: Communication Success and Failurekstcmoore
This document discusses communication challenges for virtual teams compared to local teams. It outlines some key differences between virtual and local teams, such as geographic dispersion, use of technology, and less face time for virtual teams. The document then discusses some common challenges for virtual teams, such as barriers to team bonding, cultural differences, and time zone conflicts. It emphasizes that communication is key for virtual teams to overcome these challenges and succeed. It provides strategies for virtual teams related to communication, cultural awareness, and use of technology and media.
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
Leading virtual teams .HUDSON Research & Consultingmderven
This presentation discusses leading virtual teams. It begins by defining virtual teams as groups of people working together to achieve goals while being separated by physical distance, time zones, languages or cultures. It then covers common challenges virtual teams face like communication issues, lack of trust and competing priorities. The presentation provides a model for virtual team success focusing on purpose, people and process. It offers solutions in each area like setting clear goals, building relationships among team members, and establishing governance and communication processes. Attendees are polled on their virtual team experiences and statistics are presented on challenges teams commonly face.
The document summarizes a workshop on managing virtual teams presented by Shelli Nelson of Voyageur One and Kyra Cavanaugh of Life Meets Work. The workshop covered common concerns about virtual teams, the value of virtual teams, case studies of successful virtual teams, and tips for managing, communicating with, and setting goals for virtual teams.
Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.
The document discusses knowledge management (KM) in project-based organizations. It defines KM and describes common KM practices like communities, expertise directories, and lessons learned sessions. KM aims to improve performance by learning from successes and mistakes and creating new knowledge. However, collaboration is required and knowledge cannot be directly managed. The document also notes that projects are unique, novel, transient, and tightly scheduled, posing challenges for KM. Different types of projects require different KM approaches to address their specific risks and goals.
Virtual & Local Teams: Communication Success and Failurekstcmoore
This document discusses communication challenges for virtual teams compared to local teams. It outlines some key differences between virtual and local teams, such as geographic dispersion, use of technology, and less face time for virtual teams. The document then discusses some common challenges for virtual teams, such as barriers to team bonding, cultural differences, and time zone conflicts. It emphasizes that communication is key for virtual teams to overcome these challenges and succeed. It provides strategies for virtual teams related to communication, cultural awareness, and use of technology and media.
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
Leading virtual teams .HUDSON Research & Consultingmderven
This presentation discusses leading virtual teams. It begins by defining virtual teams as groups of people working together to achieve goals while being separated by physical distance, time zones, languages or cultures. It then covers common challenges virtual teams face like communication issues, lack of trust and competing priorities. The presentation provides a model for virtual team success focusing on purpose, people and process. It offers solutions in each area like setting clear goals, building relationships among team members, and establishing governance and communication processes. Attendees are polled on their virtual team experiences and statistics are presented on challenges teams commonly face.
The document summarizes a workshop on managing virtual teams presented by Shelli Nelson of Voyageur One and Kyra Cavanaugh of Life Meets Work. The workshop covered common concerns about virtual teams, the value of virtual teams, case studies of successful virtual teams, and tips for managing, communicating with, and setting goals for virtual teams.
Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.
The document discusses knowledge management (KM) in project-based organizations. It defines KM and describes common KM practices like communities, expertise directories, and lessons learned sessions. KM aims to improve performance by learning from successes and mistakes and creating new knowledge. However, collaboration is required and knowledge cannot be directly managed. The document also notes that projects are unique, novel, transient, and tightly scheduled, posing challenges for KM. Different types of projects require different KM approaches to address their specific risks and goals.
This document provides an agenda and information for an @Home Social Media Boot Camp. It includes introductions for the organizers and speakers. The agenda covers why social media is important, characteristics of social media, creating social media strategies and campaigns, and tips for using different social media platforms like Instagram and Vine effectively. Participants engage in workshops to practice creating short videos and planning social media campaigns. The goal is to help participants better utilize social media to engage audiences and achieve their goals.
I had the opportunity to present at the CTO Summit in San Francisco yesterday (Dec 2, 2015). I presented the amazing collaborative culture we have built at Groupon over the last few years with some thoughtful programs. It was great to see such awesome group of CTOs and leaders in engineering. I thoroughly enjoyed the questions.
This document discusses global working and the challenges of working in global teams. It describes how cultural differences, virtual teams across locations and time zones, and organizational complexity can impact global work. It promotes Global Integration as a company that provides tailored training programs to help global teams address issues around context, clarity, cooperation, communication, control and community. The company has 19 years of experience working with over 400 organizations worldwide.
This document summarizes 7 reasons why leadership development programs often fail. They include: 1) Lack of focus on business impact and quantifiable results. 2) Too much focus on "training" specific skills instead of shifting mindsets. 3) Programs are not well integrated with company strategy and culture. 4) Neglecting the importance of social capital and team dynamics. 5) Lack of support from senior leaders. 6) Failure to incorporate effective learning techniques. 7) One-size-fits-all uniform programs that do not account for company uniqueness. The document advocates avoiding these pitfalls to create more effective leadership development.
The document summarizes a book on successfully implementing and managing culture change in organizations. It provides a proven formula and model for shifting an organization's culture from old to new through defining new results and accountability, reinforcing new actions, and creating experiences that change behaviors and beliefs to achieve rapid, results-oriented change. The model emphasizes changing experiences, behaviors, and actions to produce desired results by seeing problems, owning them, solving them, and implementing solutions.
Issues in the case study of "Global Knowledge Management at Danone" has been discussed. The issues are:
1- Creating knowledge cultures
2- Knowledge application
3- To extend the Networking Attitude
Willow webinar jun 14 online academies v1 0WillowDNA
The document discusses key lessons for developing effective online academies based on 5 success factors:
1) Learning design that includes chunking content, integrating approaches, and scaffolding learning objectives.
2) Considering context and making learning applicable to learners' situations.
3) Building an engaged learning community with shared purpose and knowledge sharing.
4) Providing facilitation, tutoring, and coaching to support learners and generate knowledge.
5) Using technology to enable a complete learning journey including formal content, assignments, social learning, and scenarios to practice applying concepts.
What is a mid-level manager? This presentation will assist admissions professionals in making the transition into the next part of their career as a mid-level manager. It will focus on skills to develop while leading from the middle, tools to create stronger partnerships with the team you supervise, and how to cross-campus collaborate successfully. Additionally, we will discuss how to role model as a supervisor while still learning all the hats you are expected to wear.
VW knowledge management implementation - Case studyVaibhav Goel
The knowledge management process at Volkswagen was initiated by HR management to prevent losing knowledge when employees leave. They aimed to capture experts' knowledge gained from experience and customer interactions. Different professionals are involved depending on the department, including experts, project managers, and HR specialists. Knowledge of all types, such as experience and skills, is managed using tailored methods like knowledge maps and workshops. The process involves knowledge creation, collection, review, sharing, and use for innovation. Technology and common language tools help support the knowledge management system and cultural understanding within the organization. The benefits include retaining expert knowledge, smooth handovers, avoiding duplication, and synergies between teams.
workplace performance gurus Rummler and Brache have said that formal learning accounts for 10% of the potential for changing performance on the job. Learning and development is looking for more effective ways to change performance, including adapting the 70-20-10 learning model and digital learning. Digital learning is saving organisations money but it's not always generating learning and performance changes.
During this webinar we will explored:
- ways to apply the 70-20-10 learning model to make formal learning more effective
- instructional design approaches that increase the retention of learning
- the role of line managers in learning transfer
- techniques for using digital learning to enable learning transfer.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
This 4-day course on Advanced Organisation Design held in January, May and October focuses on providing managers practical tools and frameworks for designing effective organizations. The course covers topics like organization models, the nine tests of good design, and leading organization design projects. It is suitable for experienced HR professionals, OD specialists, and line managers facing organizational challenges. Participants will learn through lectures, case studies, exercises and action learning groups to diagnose needs and design optimal structural options.
Learning and career_development_philosophy_final_verstmilleroftexas
This outlines how to develop a learning, career development, and leadership training program for businesses that are growing from a few million in revenue to $200 million in revenue.
This document discusses the need for changes in how organizations are managed and led, especially in agile environments. It argues that the traditional "scientific management" model of separate planning and execution is outdated. Instead, it advocates for models based on autonomy, mastery and purpose within teams. The key aspects of the new agile leadership approach include setting vision and intent, measuring outcomes rather than plans or actions, believing in people's creativity, creating self-organizing teams with bounded autonomy, and coaching teams rather than trying to directly manage individuals. The overall message is that organizational culture and leadership are critical factors for achieving agility and that new approaches are needed to better align people, processes and outcomes.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
The document provides guidelines for Enactus team membership and participation. It outlines eligibility rules for student and faculty involvement on Enactus teams. The guidelines also establish standards of conduct for team activities and interactions with Enactus organizations, boards, staff, and other members. Teams must adhere to the membership guidelines to officially represent Enactus.
The document discusses various leadership tools and how leadership can be used in quality improvement. It describes accountability grids which ensure skills from leadership sessions are applied on the job. Leadership rounding is discussed as a way to build relationships and assess employee morale. Performance evaluations evaluate goals, satisfaction, safety and quality. Performance standards track progress towards meeting annual goals. It also briefly mentions leadership styles, self-assessment tools, and a three-step process for building will, generating ideas and successfully introducing change for quality improvement.
What's Next: Using technology to engage employees & build businessesOgilvy Consulting
Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.
What you might not know is that at Ogilvy we have a specialist practice dedicated to employee engagement, experience and supporting businesses to get the most out of their people, systems and processes. In this week's webinar, our team draw on their experience delivering programmes through business crisis (shut down and restart), and offer support in how to navigate shocks, high impact events and business change in a sure-footed manner.
What's Next: Using technology to engage employees and build businessesOgilvy Consulting
This document discusses how to engage and build businesses using technology to engage remote employees. It covers fostering collaboration, creativity and sharing in virtual environments. It also discusses how to keep teams engaged who are unfamiliar with remote work, and how to encourage positive behaviors despite technology limitations. The document provides advice on virtual leadership, building trust, team cohesion, inclusion, isolation, performance management and selecting collaborative technologies. It emphasizes focusing on real problems, partnering with IT, prioritizing important features, and introducing technology changes participatively.
This document provides an agenda and information for an @Home Social Media Boot Camp. It includes introductions for the organizers and speakers. The agenda covers why social media is important, characteristics of social media, creating social media strategies and campaigns, and tips for using different social media platforms like Instagram and Vine effectively. Participants engage in workshops to practice creating short videos and planning social media campaigns. The goal is to help participants better utilize social media to engage audiences and achieve their goals.
I had the opportunity to present at the CTO Summit in San Francisco yesterday (Dec 2, 2015). I presented the amazing collaborative culture we have built at Groupon over the last few years with some thoughtful programs. It was great to see such awesome group of CTOs and leaders in engineering. I thoroughly enjoyed the questions.
This document discusses global working and the challenges of working in global teams. It describes how cultural differences, virtual teams across locations and time zones, and organizational complexity can impact global work. It promotes Global Integration as a company that provides tailored training programs to help global teams address issues around context, clarity, cooperation, communication, control and community. The company has 19 years of experience working with over 400 organizations worldwide.
This document summarizes 7 reasons why leadership development programs often fail. They include: 1) Lack of focus on business impact and quantifiable results. 2) Too much focus on "training" specific skills instead of shifting mindsets. 3) Programs are not well integrated with company strategy and culture. 4) Neglecting the importance of social capital and team dynamics. 5) Lack of support from senior leaders. 6) Failure to incorporate effective learning techniques. 7) One-size-fits-all uniform programs that do not account for company uniqueness. The document advocates avoiding these pitfalls to create more effective leadership development.
The document summarizes a book on successfully implementing and managing culture change in organizations. It provides a proven formula and model for shifting an organization's culture from old to new through defining new results and accountability, reinforcing new actions, and creating experiences that change behaviors and beliefs to achieve rapid, results-oriented change. The model emphasizes changing experiences, behaviors, and actions to produce desired results by seeing problems, owning them, solving them, and implementing solutions.
Issues in the case study of "Global Knowledge Management at Danone" has been discussed. The issues are:
1- Creating knowledge cultures
2- Knowledge application
3- To extend the Networking Attitude
Willow webinar jun 14 online academies v1 0WillowDNA
The document discusses key lessons for developing effective online academies based on 5 success factors:
1) Learning design that includes chunking content, integrating approaches, and scaffolding learning objectives.
2) Considering context and making learning applicable to learners' situations.
3) Building an engaged learning community with shared purpose and knowledge sharing.
4) Providing facilitation, tutoring, and coaching to support learners and generate knowledge.
5) Using technology to enable a complete learning journey including formal content, assignments, social learning, and scenarios to practice applying concepts.
What is a mid-level manager? This presentation will assist admissions professionals in making the transition into the next part of their career as a mid-level manager. It will focus on skills to develop while leading from the middle, tools to create stronger partnerships with the team you supervise, and how to cross-campus collaborate successfully. Additionally, we will discuss how to role model as a supervisor while still learning all the hats you are expected to wear.
VW knowledge management implementation - Case studyVaibhav Goel
The knowledge management process at Volkswagen was initiated by HR management to prevent losing knowledge when employees leave. They aimed to capture experts' knowledge gained from experience and customer interactions. Different professionals are involved depending on the department, including experts, project managers, and HR specialists. Knowledge of all types, such as experience and skills, is managed using tailored methods like knowledge maps and workshops. The process involves knowledge creation, collection, review, sharing, and use for innovation. Technology and common language tools help support the knowledge management system and cultural understanding within the organization. The benefits include retaining expert knowledge, smooth handovers, avoiding duplication, and synergies between teams.
workplace performance gurus Rummler and Brache have said that formal learning accounts for 10% of the potential for changing performance on the job. Learning and development is looking for more effective ways to change performance, including adapting the 70-20-10 learning model and digital learning. Digital learning is saving organisations money but it's not always generating learning and performance changes.
During this webinar we will explored:
- ways to apply the 70-20-10 learning model to make formal learning more effective
- instructional design approaches that increase the retention of learning
- the role of line managers in learning transfer
- techniques for using digital learning to enable learning transfer.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
This 4-day course on Advanced Organisation Design held in January, May and October focuses on providing managers practical tools and frameworks for designing effective organizations. The course covers topics like organization models, the nine tests of good design, and leading organization design projects. It is suitable for experienced HR professionals, OD specialists, and line managers facing organizational challenges. Participants will learn through lectures, case studies, exercises and action learning groups to diagnose needs and design optimal structural options.
Learning and career_development_philosophy_final_verstmilleroftexas
This outlines how to develop a learning, career development, and leadership training program for businesses that are growing from a few million in revenue to $200 million in revenue.
This document discusses the need for changes in how organizations are managed and led, especially in agile environments. It argues that the traditional "scientific management" model of separate planning and execution is outdated. Instead, it advocates for models based on autonomy, mastery and purpose within teams. The key aspects of the new agile leadership approach include setting vision and intent, measuring outcomes rather than plans or actions, believing in people's creativity, creating self-organizing teams with bounded autonomy, and coaching teams rather than trying to directly manage individuals. The overall message is that organizational culture and leadership are critical factors for achieving agility and that new approaches are needed to better align people, processes and outcomes.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
The document provides guidelines for Enactus team membership and participation. It outlines eligibility rules for student and faculty involvement on Enactus teams. The guidelines also establish standards of conduct for team activities and interactions with Enactus organizations, boards, staff, and other members. Teams must adhere to the membership guidelines to officially represent Enactus.
The document discusses various leadership tools and how leadership can be used in quality improvement. It describes accountability grids which ensure skills from leadership sessions are applied on the job. Leadership rounding is discussed as a way to build relationships and assess employee morale. Performance evaluations evaluate goals, satisfaction, safety and quality. Performance standards track progress towards meeting annual goals. It also briefly mentions leadership styles, self-assessment tools, and a three-step process for building will, generating ideas and successfully introducing change for quality improvement.
What's Next: Using technology to engage employees & build businessesOgilvy Consulting
Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.
What you might not know is that at Ogilvy we have a specialist practice dedicated to employee engagement, experience and supporting businesses to get the most out of their people, systems and processes. In this week's webinar, our team draw on their experience delivering programmes through business crisis (shut down and restart), and offer support in how to navigate shocks, high impact events and business change in a sure-footed manner.
What's Next: Using technology to engage employees and build businessesOgilvy Consulting
This document discusses how to engage and build businesses using technology to engage remote employees. It covers fostering collaboration, creativity and sharing in virtual environments. It also discusses how to keep teams engaged who are unfamiliar with remote work, and how to encourage positive behaviors despite technology limitations. The document provides advice on virtual leadership, building trust, team cohesion, inclusion, isolation, performance management and selecting collaborative technologies. It emphasizes focusing on real problems, partnering with IT, prioritizing important features, and introducing technology changes participatively.
LITE 2017 – Designing and Implementing a Communications Strategy [Gilles Bell]getadministrate
This document discusses designing and implementing an effective communication strategy for an organization. It emphasizes communicating internally to meet organizational objectives, encourage collaboration, and influence external communications. A communication strategy should analyze the current situation, tools used, and address any failings. It considers why internal communication is important, noting only 50% of employees feel performance is well-explained. Higher staff retention, productivity, and collaboration can result from clear vision and spread of skills. The document also provides examples of how one company communicates internally through various meetings and tools to align with their values and increase productivity. It stresses that internal communication affects external communication and customer satisfaction.
Adjusting Course During a Pandemic: Strategies for Tech and Standards Orgs Po...Virtual, Inc.
This document outlines 7 strategies for standards and technology organizations to adapt their operations during the COVID-19 pandemic. The strategies are: 1) Effectively conduct online meetings, 2) Maximize decision making in a remote environment, 3) Identify gaps where standards can address new use cases, 4) Build continuity plans to avoid single points of failure, 5) Secure remote operations and educate members, 6) Adapt dashboards and plans to current realities, and 7) Maintain flexibility in processes and expectations. The webinar speakers discuss each strategy in more detail and provide related tips.
This document outlines the organizational structure and roles within Krimson Tech, a construction company. It details positions such as the CEO, Managing Director, Project Manager, and various construction roles. It also discusses the company's recruitment and selection process, including interview questions, a personality assessment, and a group activity to evaluate candidates. The document concludes with sections on training and development plans as well as information management and the software tools used, such as WAN, Basecamp, and Vyew, to facilitate collaboration.
This document discusses project stakeholders and team management for a healthcare renovation project. It identifies key stakeholders like the project sponsor, project manager, and project team. The project sponsor would be responsible for the budget and timelines. The project manager would lead the team by setting objectives and recognizing achievements. The project team would include designers, administrators, physicians, and other medical professionals. The document also covers best practices for managing virtual teams, including clear communication, guidelines, and status reporting to address the unique challenges of working with remote teams.
Project ECHO QI: Managing Up - Enhancing Your Relationship with LeadersCHC Connecticut
This document provides an overview of a Project ECHO Quality Improvement webinar on managing relationships with leaders. The webinar covered identifying key stakeholders, communicating regularly with senior leaders using clear and concise messaging, aligning quality improvement projects with organizational goals, using data to demonstrate impact, and developing skills to influence others. The webinar included examples of successfully communicating project impacts and examples from a same day access clinic quality project.
This document outlines the recruitment process for Krimson Tech to find 3 new employees. It involves posting job advertisements, screening candidates based on criteria like education and experience, conducting personality tests and group activities to evaluate teamwork and management skills. Shortlisted candidates will undergo training and development programs that include mentorship, workshops and rotations to different departments. The company practices information management using cloud-based systems and software like WAN, Basecamp and Vyew for file sharing, communication and remote collaboration between employees. This allows efficient storage, retrieval and sharing of organization data and information.
this presentation, Erika Van Noort, Director of our North American Consulting practice and Steve McDonald, Director of our Networking Business covered with our clients how to get to collaboration success and benefit from true ROI from UC investments:
Why Culture Eats UC&C Strategies for Lunch: We reviewed the findings of Softchoice’s latest study – “Working Hard or Hardly Networking: The Impact of Communications Tools on Employees”. We explored the power of visioning in creating effective UC&C strategies and getting beyond TCO to look at new measures of success.
Cisco vs. Microsoft: The Great Debate: We explored the latest Microsoft and Cisco UC&C solutions and provided the decision making framework on when organizations should choose a particular solution and the pros and cons for each.
The Art of the Possible – Using real life examples, we wrapped up the session discussing how Softchoice is helping clients augment their existing network, voice, presence, IM and video investments to deliver widely adopted collaboration experiences that drive enhanced productivity and new business opportunities.
ACT-IAC MOC 2014 Open, Flexible Government Workshop reportChristopher Dorobek
This document provides a recap of a workshop on open and flexible government workplaces. The workshop consisted of three sessions: establishing open workplaces through technology, process, people and design; examining approaches to address culture, organization and behavior barriers; and defining metrics to measure mobile and open workplaces. Common challenges discussed included a lack of clear guidance, management resistance, access to technology, a multi-generational workforce, and misperceptions about remote work. Potential solutions focused on performance management, broad participation, monitoring and training. The workshop concluded by outlining next steps like developing a reference guide, setting goals, and identifying a core team to champion the initiative going forward.
The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Profess...BMC Software
Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.
Piloting Major Business Change: Worktribe Research Management at the Universi...Mark Ritchie
The University of Edinburgh is leading the UK HE sector in providing a world class IT solution to support research management from project idea through costing, bid, award, post-award management and closure.
The new Worktribe Research Management system, which was procured and developed jointly with Heriot-Watt University, was launched on 18th April 2016. Worktribe was successfully piloted from November 2015 with a School or Research Institute from each College. The three Pilots Schools combined to provide over 1,000 active bids and projects to be managed in the new system. The “real world” testing provided by the pilot highlighted that that the solution worked. The Pilot increased confidence in the solution within the project team, Pilot Schools and User Groups. The Pilot also identified some business challenges and technical problems enabling these to be investigated and resolved ahead of the roll-out across the University.
This presentation provides a high level overview of the project and the lessons learned.
Ch2 PM Role of Project Managers_final.pptxLenieBansjloy
The primary responsibilities of a project manager are to ensure a project is completed on time, within budget, and meeting required standards. A project manager must understand how the project aligns with organizational goals and manage the project team and resources effectively to achieve objectives. Key responsibilities include planning work, monitoring progress, addressing issues, communicating regularly with stakeholders, and building a cohesive team focused on common goals. Project managers utilize leadership, management, and people skills to coordinate tasks, resolve conflicts, motivate teams, and ensure projects deliver intended outcomes.
Implementation at the Speed of Light: The Challenges Faced in Higher EdSalesforce.org
Presentation at Higher Ed Summit 2018 by: Michael Roe, Director of IT Enrollment Management at Western Michigan University.
Under a new Associate Provost, Western Michigan University, WMU, drove a stake into the sand. On September 29th 2016, with only a list of some 30 CRM vendors and a tenacious core project team, it set out to have a CRM selected, purchased and in place for the 2018 recruiting season. The WMU team accomplished their goals and Salesforce is up and running, communicating with prospective students, taking online applications and processing application decisions. It wasn't without it's challenges though, the technology implementation is just the tip of the iceberg. Moving to a system like Salesforce requires a major cultural shift and is often caught up in unforeseen internal politics. Cultural change isn't easy to begin with and trying to do it quickly at a 100-year-old institution makes it even harder. It takes a tenacious persistence, an unwavering commitment and the right team. The session will talk about the challenges we have faced and how they are addressed at WMU. We will discuss implementation strategies and what we would have done differently looking back, and a look into the future as we move forward.
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in ActionKM Chicago
UOP conducted various knowledge management initiatives to help capture and share the knowledge of its experienced workforce. This included conducting focus groups and a customer needs survey to identify knowledge management needs, assessing the needs of different business units, leveraging existing tools like an expert locator system and document management system, piloting a knowledge continuity program to help transfer knowledge from retiring employees, and planning to capture knowledge from key experts through interviews. The goal was to improve knowledge sharing, retention and reuse across the organization.
The document is an IT satisfaction scorecard that was prepared by Info-Tech Research Group based on survey responses from 64 individuals. It includes a 91% survey completion rate. The scorecard provides an overview of the key steps in Info-Tech's methodology to measure business stakeholder satisfaction, highlight IT constraints, prioritize issues, develop an improvement roadmap, and build action plans to manage stakeholders.
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
Best Practices to Enhance Collaboration Across BoundariesHRDQ-U
Today, more and more companies are adopting cross-functional team structures that reward collaborators over “lone wolves.” Members of these teams often have complex reporting relationships, rather than a single boss, which makes it essential for goals to be aligned across departments or teams.
Semelhante a Preparing for a Remote Workforce (20)
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
4. Author and Consultant
Partners in Development
American Management Association
University of Wisconsin
Prositions, Inc.
EXPERIENCE
Lee Johnsen CPT, CPLP, SPHR
4
5. TOPICS TO COVER
Today’s
Webinar
• Top 5 tips for Organizational Leaders
• Top 5 tips for HR Professionals
• Top 5 tips for HRD Professionals
• Top 5 tips for remote Team Leaders
• Top 5 tips for remote Team Members
5
6. Why a Remote
Workforce?
• Speed of change
• Access to information
• Global markets
• Technology
• The nature of work
• Social changes
• Multi-cultural interactions
6
7. Current Drivers
• COVID-19 Disease Pandemic
• Economic effects and market
psychology
• Extended isolations and absences
from groups
• Illnesses of self and family
members
7
8. What is a
Virtual Team?
A team whose members…
• work remotely (home, car, plane)
or even if in a similar vicinity
• communicate largely via electronic
means
• never, or seldom meet face-to-face
8
9. Types of Virtual
Staff
• Virtual team member (domestic or
international)
• Hybrid team member (onsite)
• Hybrid team member (remote)
• Remote team member
• Mobile team member
9
10. Top Challenges
• Aligning members behind the team’s
purpose and vision
• Building trust from a distance
• Balancing structure and
empowerment
• Creating and maintaining
engagement
• Leveraging communications
technology
• Underestimating cultural differences
• Making the implicit, explicit
10
11. Let’s Just Say It…
“Leading a virtual workforce is more complicated and
more time consuming than co-located/onsite employees.”
11
12. 1. The greater the
spans of time,
distance, technology,
and culture, the more
complex it is for team
members to work
effectively together.
Two Great Truths
2. The more that
team members
must rely on one
another to achieve
results, the greater
the need for trust
and alignment
behind team
purpose.
12
14. Benefits:
• Employee safety
• Improved productivity
• Expanded flexibility and retention
• Reduced real estate and fixed costs
• Reduced transportation costs
14
15. Challenges of a
Rapid Transition
• Obsolete or lack of business continuation plans
• Ability to obtain necessary technology and security
• Periods of confusion and instability
• Decreased engagement
• Lack of consistent documentation15
16. Rapid Transition
Best Practices
1. Review business continuation plans
2. Assess existing communication and
collaboration technology
3. Establish technology infrastructures to
support remote employees and others
4. Assess financial requirements
5. Establish a communications plan to
inform key audiences
16
17. Rapid Transition
Best Practices
1. Assist leaders in identifying specific jobs
that can be done remotely
2. Create/review HR policies that support
remote team members
3. Prepare leaders to inform key audiences
regarding the remote workforce and impact
4. Forecast and allow for employee absences
5. Assess the impact on essential remaining
onsite office staff and work environment
requirements
17
18. Rapid Transition
Best Practices
1. Train remote leaders on key differences
between face-to-face and remote teams
and best leadership practices
2. Train remote team members on best
practices for working remotely
3. Ensure training staff members are skilled
and confident in designing and delivering
online learning experiences
4. Provide assistance to detect workplace
performance gaps and offer solutions
5. Consult with HR and Team Leaders to
identify and track performance indicators
18
19. Team Member Dashboard
19
Lead Indicators Lag Indicators
Data Sources
Individual Team
Members
Team Member
Relationships
Outputs/Results
● Leader
Observations
● Project Plans
● Stakeholder &
Member Feedback
● Meeting Behaviors
● Status Reports
● Team
Assessments
● High engagement
● Active listening
● Supportive
behaviors
● Empathetic
responses
● Skills developed
● Flexible availability
● Quickly responds
● High trust with other
members
● Willingness to help
others
● Positive comments
● High trust
● Shares information
with others
● Deadlines met
● Quality of work
● Productivity
● Amount of rework
20. Rapid Transition
Best Practices
20
1. Establish a regular one-on-one
coaching schedule
2. Engage members to focus on the
team’s purpose, mission, and how
their work contributes
3. Become savvy at leveraging
communications technology
4. Create a Team Operating Agreement
(TOA)
5. Plan and lead team meetings that
engage, build trust, and problem
solve common challenges
21. 21
Create Clear Agreements:
Establish a Team Operating Agreement
A TOA is a written document,
created by team members, that
defines the team’s purpose, goals,
and results. It includes
agreements for:
• handling work procedures, time
frames, and methodologies.
• communications protocols and
agreements to resolve conflicts.
• Stakeholder Communications
25. Rapid Transition
Best Practices
25
1. Set up an organized, comfortable,
quiet, dedicated workspace
2. Request and ensure you have the
necessary equipment and resources
3. Establish a daily schedule of focused
work time and availability
4. Proactively communicate and actively
participate in team meetings
5. Reconsider work processes and
procedures to streamline
26. Long Distance Leadership Model TM
26
PLAN
• Articulate team
purpose and vision
• Determine skills
needed for overall
team
PREPARE
• Select and onboard
team members
• Create clear
agreements
PRODUCE
• Ensure high quality
leader and member
communication
• Maintain high
productivity and
engagement
RESULTS
• • Provide
performance support
• • Deliver timely
results
REVIEW, ADJUST, REDIRECT
27. 27
“We need to work together
as if we were all in the same
room, although we’re not.”
Going Virtual, Grenienr & Meres
29. Link to Webinar Video
Remote Work MicroLearning
Bundle (Over 50 Modules)29
Bonuses!
25%
Off
Book Discount
Coupon
Copy of the Presentation
Notas do Editor
Prositions Info and our History with Remote Work
Coronavirus Impact
Remote Work Requirement Need Training, Information, and Encouragement
Lee Johnsen and his work
If they weren’t earlier, the reasons for a remote workforce are obvious. COIVID-19 will redefine our lives for generations It will change how we live, how we work, and how we interact with one another. Fortunately, today’s technology can assist us like no time before. It’s easier to reach across national and cultural boundaries to improve our work and home lives. But technology is only a part of will become our “new normal” and in future webinars of our series, we’ll look more deeply into the benefits and challenges of technology that support a remote workforce.
Today’s session is about more urgent matters at hand—how organizations can successfully transition rapidly to engaging their remote workforce?
This is the context in which we find ourselves as we do our best to accomplish the goals of our organizations and, in fact the goals of our personal lives.
Indeed, there are many drivers leading to a remote workforce, not the least of which is COVID-19. What’s changed is the speed in which organizations need to make the transition.
Today, you’ll hear me talk about virtual teams as part of the remote workforce. Virtual team members may include those who work remotely from their homes, other offices, in their vehicles even if they’re in a similar vicinity. They communicate largely via electronic means, and never, or seldom meet face-to-face.
There are various types of remote workers, also known as virtual staff. They’re differentiated largely depending on the type of work and their interactions with others. Hybrid teams consist of teams where some members are located together at one site while other members are located remotely. Remote team members are typically located away from the onsite members. Mobile team members usually move around and work from various locations like salespeople who travel and work from anywhere. These folks are often referred to as road warriors.
My guess is that you’ve been a leader or member of these various types of virtual teams and have faced some of the challenges that comes with working remotely. Let’s look at what research says are some of the top challenges.
Here are some of the most common and daunting challenges supported by multiple research studies and my experience. From your group chat responses, many of you have experienced these, too.
Note: Hit the audio box for drumroll.
So, let’s just say it, leading a remote workforce is truly more complicated and more time consuming than teams whose members are in one location. Unless we accept that, we will continually be frustrated.
Virtual teams require greater flexibility from leaders and members due to the complexity and reliance differences. The key is to identify which factors are most influential and then put in place explicit work processes that clarify team goals, team member accountabilities, and ways to engage team members so they’re focused on accomplishing their tasks despite the distractions of virtual work.
When it comes to working remotely, particularly in globally dispersed teams, there are two great truths.
First, the greater the spans of time, distance and culture, the more complex it is for remote team members to work together.
Second, the more that team members must rely on one another to achieve results, the greater the need for trust and alignment behind team purpose.
The first recognizes that leading is complex when the team members are separated by large spans of geographical distance, time zones and culture. This complexity challenges leaders to find different ways to build trust, communicate, and achieve results. I know a leader who, right now, has team members in 5 different U.S. time zones. His world is much more complex and time consuming than if everyone was in the same office.
The second great truth is that remote team members have to develop the ability to create trusting relationships with one another, usually without the benefit of meeting face-to-face. And trust is critical when team members must rely on one another to complete their portions of a work product or deliver a service. It takes more time and effort to develop and maintain high levels of trust in the absence of face to face interactions.
We have an assessment that enables leaders to assess the Complexity and Reliance for their team and identify key actions they can take to maintain team productivity.
But there is some good news! Many organizations are finding that, when well managed, virtual teams can deliver high quality, innovative products and services that meet or exceed expectations. And this trend is expected to continue as more and more members gain experience operating in a virtual work environment.
When managed well, there are lots of benefits of a remote workforce and they’ll only continue to grow.
But there will also be challenges.
Here are a few of the most important ones:
Many organizations have not prepared or kept current business continuation plans.
Technology may not yet be in place to fully support remote team members working remotely
You can bet there will be confusion and instability. No matter how well planned, the unexpected will surface.
Team members who work remotely 100% of the time are the most disengaged of any group. Organizations will need to figure out how to keep them engaged, especially during the anxiety of the pandemic.
Document, document, document should be the mantra during this transition period to clarify and streamline work processes and procedures. Without it, many of the best practices will be lost.
Let’s get into some of the best practices to help you and your workforce jump into the whitewater of remote work.
Here are some best practices for organizational leaders to consider. Of course, you’ll have to adapt them to your unique organization, but every organization leader needs to prioritize these critical tasks:
Review existing business continuation plans. Consider customer, financial, and operational impacts of transitioning to a (larger) remote workforce. It may feel a bit like triage to start with but having a business continuation plan for at least the next 12 months is critical.
Assess current communication and collaboration technology and the impacts of transitioning to a (more) remote workforce e.g. cyber-security, bandwidth, hard and software requirements, collaboration software, etc. Chances are most organizations have more technology capabilities than they realize.
Establish infrastructures to support remote employees’, customers’, suppliers’, and stakeholders’ access. Remote work isn’t just about how you manage your employees. Consider your other important stakeholders and how you manage those relationships in a virtual environment. Create communications plans to keep them informed consistently.
Assess short-and long-term financial requirements for quickly transitioning to a (more) remote workforce. This may be part of your business continuation plan or part of your CFO’s responsibilities. Regardless, the sooner you can get a handle on the finances, the better you’ll be able to respond to fluctuations.
Develop a communications plan to inform key audiences (employees, customers, vendors and other stakeholders) regarding the transition to a (more) remote workforce and the impact on service. Include key contacts and processes for tracking and communicating business and employee status. In a nutshell, figure out your messaging and how it can be best delivered. If you don’t, your competition will and it likely won’t be in your favor.
HR Professionals will play a critical role in the successful transition to a remote workforce. As a business partner, you have to step into the unknown and support executives who are focused on operations. Here are some of the best practices for those of you in an HR role.
Assist leaders in identifying specific jobs that can be done remotely and help leaders prioritize and focus. You can be a voice of calm during periods of high anxiety.
Create/review HR policies that support remote team members—e.g. job description adjustments, personal use of technology, access to assistance, employee relations, productivity measures and reporting etc.
Help leaders inform key audiences (employees, customers, vendors and other stakeholders) regarding the remote workforce transition and the impact on service. Include key contacts and processes for tracking and communicating business and employee status.
Forecast and allow for employee absences due to extenuating factors such as personal or family member illness, community containment measures, quarantines, school and/or business closures, and public transportation closures.
Assess the impact on critical remaining onsite office staff and work environment requirements—e.g. workspace, technology, security, etc. Not all work can be done remotely. If you have team members who need to maintain an office presence, figure out how they can do so safely and remain in contact with their remote co-workers.
With these practices, you can demystify the transition and provide answers to team member and other stakeholder questions that will reassure them.
Human Resource Development professionals who have training and workplace performance responsibilities can be a critical resource to their organizations as they make the transition to remote work arrangements. Not only can they be a training resource, they can also consult with their HR and leadership colleagues to maximize work performance during this time of uncertainty. Here are practices we recommend to help them focus their efforts.
Train remote leaders on key differences between face-to-face and virtual teams. Some of the most important differences are how to communicate with remote team members through technology, make decisions, stay engaged, and manage conflicts.
Train remote team members and provide additional resources on best practices for working remotely e.g. using business communication and collaboration technology, managing personal productivity and accountability, virtual communication skills, meeting management, and maintaining confidentiality.
Ensure training staff are skilled and confident in designing and delivering online learning experiences. Assess current face-to-face training programs that could be redesigned to deliver virtually, and the resources required (to transition them).
Provide assistance to detect workplace performance gaps and offer solutions to improve work processes, documentation, and service.
Consult with HR and Team Leaders to identify and track lead and lag performance indicators. Identify any differences from onsite methods.
One of the tools we suggest to track performance is a Team Member Dashboard. Here is a snippet of our Team Member Dashboard that helps leaders and team members track and assess Lead and Lag indicators of performance. The Lag indicators are under the column with the gold header. These are the quantitative results used to measure productivity, quality, etc. Most of us are already familiar with these.
Lead indicators are highlighted in purple columns. These are the behaviors and relationships used to achieve the lag indicators. They’re the early indicators as to the likelihood that outputs and results will be accomplished as expected. Positive Lead Indicators lead to positive results. These should be watched carefully. If you notice negative behaviors under the Lead Indicators, the consequence is often missed deadlines, or quality and productivity problems.
The far-left column lists possible data sources that can be used to provide information about Lead and Lag indicators. Of course, these can be customized based.
As I’ve mentioned earlier, leading a group of remote team members is different. Here are some best practices team leaders can apply to help them successfully make the transition.
Establish a regular one-on-one coaching schedule with each remote team member to problem solve, discuss concerns, and stay engaged. Informally check-in with team members to maintain trust by listening to their successes, concerns, frustrations, etc. Offer assistance and provide feedback. You may even want to set up a “watercooler” space, like a Slack channel for team members to have informal discussions.
Remind team members to focus on the team’s purpose, mission, and how their work contributes to them. Clarify these when there are questions or confusion. Provide clear written performance expectations. And be sure to check for understanding, progress, and recognize milestones.
Become savvy at leveraging technology such as document and screen sharing and other collaboration tools to enhance virtual communication. Ensure all team members are skilled and confident using it.
Create a (Team) Operating Agreement with your members to establish policies and practices for collaboration, responsiveness to emails, decision making, accessibility, team meetings, etc.
Plan and lead engaging team meetings to build trust and discuss common challenges. Use webcams and other tools such as polls, group chats, emojis, etc.to keep people engaged. Be prepared to address conflicts unique to remote work. (Such as lack of participation, availability, responsiveness to requests, etc.)
I’d like to elaborate on practices 4 and 5.
A Team Operating Agreement (TOA) is a written document, created by team members, that defines the team’s purpose, goals and results. It includes several agreements team members make as to how they will work together. This is especially important for teams whose work is highly interdependent such as customer service, or new product development.
Here is an example of a template we use with remote teams to establish their TOA. You can see that it includes agreements on team values, participation and communication, use of technology, meeting management, decision making and conflict resolution. When teams make the time to create their TOA, they achieve common understandings of both how they work together and why. It also prevents problems.
One of the things we all need to get comfortable with is virtual meetings. As the slide says, virtual meetings are now the new normal. Already, the information on this slide is a bit outdated knowing that every day more and more meetings are being conducted virtually than in person. It’s the meeting leader’s role to make sure their meetings are engaging, productive and lead to action.
Productive virtual meetings are distinctly different from most in-person meetings. It’s been found that as many as 90% of people in virtual meetings are multitasking. On the next slide we’ll look at some of the key differences between a typical face-to-face meeting and an effective virtual meeting.
Look at the differences between how time is spent in an effective virtual meeting versus a typical face-to-face meeting. Leaders of the most effective virtual meetings invest time up front not only planning the meeting agenda, they also consider what technology they will use to engage participants and facilitate decision making. They often use polls, chats, screen sharing, live webcam, and other tools to keep people engaged and providing input. This planning pays off in considerably less time spent during the meeting itself. Follow-up is also key to ensure that everyone has the same understandings and is clear about their responsibilities.
Remote team members are the last group we’ll talk about today. For many people, this may be their first experience working remotely and there are likely to be lots of questions. Here are what we have found to be some of the best practices for remote team members.
Set up an organized, comfortable, quiet, dedicated workspace to be most productive. That may be challenging if there are other family members also at home, but it is important. Working at the kitchen table is likely not to be very productive.
Request and ensure you have the necessary equipment and resources to efficiently do your work. You can’t be productive if you don’t have the right tools. Work with your team leader to get what you need to be productive.
Establish a daily schedule of focused work time and availability to respond to requests. This means a combination of uninterrupted time when you really need to concentrate on a work task along with time set aside to communicate with your team leader, customers, co-workers, etc. Be sure to let others know your schedule so they can expect when you’ll get back to them. This builds trust and maintains your credibility.
Proactively communicate; actively participate in team meetings, and informally reach out to build positive relationships and address work issues. It’s easy to zone out during a virtual meeting. You have to focus, pay attention, and offer your input. We owe it to our leaders to make the most of those meetings.
Reconsider work processes and procedures to find ways to be more efficient and boost productivity. Share suggestions with others and listen to theirs. Now is the time to pay attention to “how” work gets done. Look for ways to streamline and simplify work processes and how you could leverage technology. One of my colleagues was able to automate a process for completing a monthly report that saved his company hundreds of hours. It’s likely you have similar situations. Be proactive and offer up your suggestions.
This is our Long-Distance Leadership Model that represents our approach to helping our clients successfully launch and maintain a high performing remote workforce and teams. The major phases are Plan, Prepare, Produce, and Results. Note the last phase which is Review, Adjust, and Redirect. Most of us will be doing a lot of that over the weeks and months to come. No matter how well-planned things are, we’ll have to adjust and redirect. But here’s the ultimate goal!
In the remaining time we have, I’d be happy to answer any questions you have.
I hope you’ve found these best practices helpful. It’s been a pleasure spending time with you.
As appreciation for your participation today, we’d like to offer the following
25% discount on my book, Literally Virtually: Making Virtual Teams Work which is packed with more practical tips for creating your high performing virtual teams.
A pdf copy of the PPT slides from today as well as a link to the webinar video.
In addition, we offer a Remote Work Microlearning Bundle of over 50 modules