Leading Virtual Teams:
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1 Leading Virtual Teams: The New Normal in a Global World SU201 Presented by: Marjorie Derven Managing Partner
2 What is a Global Virtual Team? Comprised of a group of people who work together to achieve defined goals, with some or all team members separated by physical distance. Virtual Teams may also be separated by language, culture, timezones and competing local priorities..and Virtual Teams face all of the challenges common to all teams AND unique obstacles that co-located teams do not. HUDSON Research & Consulting / / 2
3 Objectives for Today Learn how to diagnose and address the most common challenges confronting global virtual teams Enhance team member communications separated by distance Use a model of Purpose, People & Process to improve global team success, with a checklist for each Take away resources list to apply within your global virtual teams HUDSON Research & Consulting / / 3
4 About HUDSON Research & Consulting Founded in 2001, HRC works with organizations to improve individual and team performance, leverage research, learning and OD practices. Clients include: Abbott, Bristol Myers Squibb, Citibank, Chubb, Estée Lauder Companies, MetLife, NRG Energy, Novartis, Pepsi, and Pfizer. We have designed multiple solutions for organizations that work in virtual teams. Our focus: practical solutions that align with strategic objectives. HUDSON Research & Consulting / / 4
5 Quick Poll How many: Work on a virtual team? Lead a virtual team? Train others on virtual team effectiveness? Other? HUDSON Research & Consulting / / 5
6 Benefits of Virtual Teams Harness the best talent, regardless of location. Gather diverse input for better innovation and problem solving. Promote work/life balance (but this can backfire). Leverage resources for cost-effectiveness. Enhance global vs. local integration issues. Accelerate product development and launch. Develop learning culture. Accelerate project productivity work gets accomplished in different time zones. HUDSON Research & Consulting / / 6
7 Virtual Teams are Increasing Globalization 24/7 Operations Matrix Structures Flexible Work Arrangements Need for Greater Collaboration Contingent Workers War for Talent Technology HUDSON Research & Consulting / / 7
8 Challenges of Virtual Teams Tripp Crosby: Conference Call in Real Life - YouTube 3:26 HUDSON Research & Consulting / / 8
9 Your Experiences: Best/Worst Team IN CHAT BOX: (indicate BEST or WORST) What factors contributed to rating? What was the result? HUDSON Research & Consulting / / 9
10 Stages of Team Development Apply FORMING Defining goals, roles, responsibilities STORMING Testing power, scope of responsibilities NORMING Establish ways of communicating, handling conflict PERFORMING Work together as a high performing team Adapted from Irvin Yalom, the Theory and Practice of Group Psychotherapy HUDSON Research & Consulting / / 10
11 Common Challenges of Global Virtual Teams Complexity Cross-cultural Misunderstandings Communications Slower Decisions More Conflict Competing Priorities Competition For Resources Time Zone Differences Lack of Team Skills Conflicting Roles and Responsibilities HUDSON Research & Consulting / / 11
12 Case Example: What would you do as Virtual Team Leader? The team you lead has been in place for six months and got off to a good start. However, in the last month, deadlines have been missed and you are finding many no shows on conference calls. What actions will you take? HUDSON Research & Consulting / / 12
13 A Model for Virtual Team Success WHY PURPOSE Aligned with Enterprise Objectives Clarity Shared Goals Project Milestones VIRTUAL TEAM SUCCESS WHO PEOPLE Relationships Mutual Understanding Leveraging Contributions PROCESS Communication Governance Team Ground Rules Decision Making HOW HUDSON Research & Consulting / / 13
14 Diagnosing Virtual Team Problems WHAT Lack of Collaboration Missing Deadlines or Key Deliverables Recurring Conflicts Team Members Missing In Action POSSIBLE CAUSES Accountabilities may be unclear Team members may not feel respected Time zones or language barriers Organizational barriers Deadlines may be unrealistic/conflicting priorities Poor motivation Lack of trust Cultural misunderstandings Personality issues Lack of a path forward Conflicting signals about priorities Low accountability Lack of engagement HUDSON Research & Consulting / / 14
15 Solutions: Purpose PURPOSE BEFORE Clearly communicate goals and obtain team member input Create a team charter DURING Refer to goals and calibrate where needed Revisit goals as needed AFTER Assess degree of progress at key milestones and end HUDSON Research & Consulting / / 15
16 Solutions: Purpose: Ensure Goal Alignment IN ALIGNMENT OUT OF ALIGNMENT Set Expectations / Cascade from Strategy Explain What Success Looks Like Identify Risks Define the 'What' and the 'How' Measure HUDSON Research & Consulting / / 16
17 Solutions: Purpose Checklist PURPOSE STEP Define the team s goals, long- and short-term Link to enterprise goals Track progress Obtain team commitment Leverage complementary skills Set priorities (3-5 maximum) Re-visit and revise goals as needed HUDSON Research & Consulting / / 17
18 Solutions: People Build Personal Connections Have initial in-person meeting Profiles posted on virtual site Team building exercise likes/dislikes/personal hobbies Reinforce participation and successes PEOPLE Clarify Roles and Responsibilities Create a RACI chart Leverage complementary skills and time zones Team Culture Create processes to gather input Use text messaging, graphics, pre-meeting communications Show caring Make time for personal sharing and building connections HUDSON Research & Consulting / / 18
19 Solutions: People PEOPLE UNDERSTANDING CULTURAL/ DIVERSITY DIFFERENCES Conduct a cultural assessment Be sensitive to language barriers/avoid slang Use text messages/ graphics Involve everyone for best thinking Avoid scheduling on religious/local holidays Rotate teleconference times Be aware of how culture may impact interactions (perceptions about hierarchy, courtesy, importance of task vs. people, direct vs. indirect communications, time management, etc.). HUDSON Research & Consulting / / 19
20 Understand & Leverage Cultural Perspectives Share knowledge Be aware of different cultural expectations: Hierarchy, conflict, assertiveness, group vs. individualism, shortterm vs. long-term orientation Know and Respect major holidays: Learn correct pronunciation of names Offer a cross-cultural team assessment: Global Competencies Inventory (GCI) GlobeSmart CulturalNavigator: HUDSON Research & Consulting / / 20
21 Enhancing Diverse Perspectives Use de Bono s Six Thinking Hats model: =logical = facts, figures and objectivity =manage thinking process =positive & constructive =creativity & new ideas =emotions and feelings Leverage the unique contributions different players/cultures can bring Encourage Constructive Conflict What best practices have you implemented? HUDSON Research & Consulting / / 21
22 Addressing Team Challenges PURPOSE PEOPLE PROCESS What s working On target Clear on Goals + What could improve Burned out Need longer lead times HUDSON Research & Consulting / / 22
23 Solutions Be sensitive to cross-cultural differences Rotate teleconferences to respect major religious holidays, local customs, etc. Find ways to learn and celebrate different cultures. What best practices have you implemented? HUDSON Research & Consulting / / 23
24 People Solutions Celebrate successes/ virtual Pizza Party or Biryani (India), Hainanese Chicken (Singapore) Bratwurst (Germany) Feijoada (Brazil) Create a virtual water cooler to build connections Use technology to overcome barriers Skype Yammer Dropbox GoToMeeting Google Drive Evernote What best practices have you implemented? HUDSON Research & Consulting / / 24
25 Solutions: People checklist PEOPLE STEP Create a connection early on/build TRUST Clarify roles and responsibilities Create team operating rules where everyone is heard Recognize team members for accomplishments Exhibit caring/concern for all/recognize cultural differences HUDSON Research & Consulting / / 25
26 Solutions: Process Accountability Obtain senior-level sponsorship PROCESS Clarify and confirm responsibilities in writing/update as needed Resources Obtain sponsorships/negotiate as needed Stakeholders One level up/shared accountability Key opinion leaders Meeting Agenda Send in advance Distribute Notes and follow-up required: Who, What, When, How Use Strategic Moments Technology Select best communication process (Skype, text, IM, calendars, document sharing specific subject line Indicate priority/no response needed (NRN) Who needs to know? Decision Making Have a process and stick to it HUDSON Research & Consulting / / 26
27 Solutions: Process/Decision Rights Models RACI Responsible Accountable Consult RAPID* R ecommend A gree P erform I nput D ecide * Source: HBR, "Who Has the D?" Key Decision Pitfalls: Lack of clarity Unclear accountability Too many/too few people weigh in Key Criteria: One person has final decision; define your roles & responsibilities. HUDSON Research & Consulting / / 27
28 Decisions What have we decided? Who needs to be involved (stakeholders)? What is their level of involvement? How will this decision be communicated? HUDSON Research & Consulting / / 28
29 Solutions: Process checklist PROCESS STEP Define accountability Ensure resources are available Build support of stakeholders Ensure structured meeting agendas Have decision making process Clarify expected response times Use technology effectively Other? HUDSON Research & Consulting / / 29
30 Summary: Virtual Teams Need all Three PURPOSE PROCESS PEOPLE HUDSON Research & Consulting / / 30
31 In Summary: Where are Your Opportunities? Strengths PURPOSE/PROCESS/PEOPLE Opportunities PURPOSE/PROCESS/PEOPLE Problems PURPOSE/PROCESS/PEOPLE Threats PURPOSE/PROCESS/PEOPLE HUDSON Research & Consulting / / 31
32 In Closing PU???RPOSE Final Q&A PROCES PEOPLE HUDSON Research & Consulting / / 32
33 Recommended Reading & Resources A Manager s Guide to Virtual Teams, Yael Zofi, Amacom 2011 Managing the Matrix in the New Normal, Marjorie Derven, T+D Magazine Who Has the D: How Clear Decision Roles Enhance Organizational Performance, Paul Rogers & Marcia Blenko, Harvard Business Review Cracking the Complexity Code, S. Heywood, J. Spungin and D. Turnball, McKinsey Quarterly The Remote Connection, Marjorie Derven, HR Magazine Emotional Intelligence: Why it can Matter More than IQ, Daniel Goleman, Bantam Books, 1995 Kiss, Bow or Shake Hands, Morrison & Conaway, Avon 2006 D&I Team Video: Mention code Hudson for $100 discount HUDSON Research & Consulting / / 33
34 Contact me for additional resources T+D Article: The Competitive Advantage of Diverse Perspectives, August 2013 Diversity Executive article: Intentional Inclusion in the Workplace & Marketplace May 2014 HUDSON Research & Consulting Virtual Team Action Planner Presented by: Marjorie Derven Managing Partner HUDSON Research & Consulting / / 34
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