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[LDP] Virtual Leadership (11 03 10)
 

[LDP] Virtual Leadership (11 03 10)

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This document contains the main content, theory, models used during the LDP training session 1: Virtual Leadership

This document contains the main content, theory, models used during the LDP training session 1: Virtual Leadership

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    [LDP] Virtual Leadership (11 03 10) [LDP] Virtual Leadership (11 03 10) Presentation Transcript

    • Virtual Leadership Leadership Development Program AIESEC in Spain
    • Virtual Leadership Leadership in a digital age….
    • Purpose A participative online training that enables participants to make the shift from ‘physical’ leadership to ‘virtual’ leadership
    • Outcomes Participants have:  Reflected on their virtual leadership image and impact  Gained insights on how to effectively lead virtual teams …
    • Let’s get started!
    • But first…
    • Get your mobile phone!
    • Send an SMS to someone who is currently in another country and ask: • What’s the weather like this time a year? • What do you normally have for breakfast? • What does a coffee cost in EUR (in a bar)?
    • Virtual Leadership
    • We all use the technology…
    • Challenge is in mindset!
    • Challenge is not in technology but mindset • Computer literate people are master ‘parallel processors’ – high bandwidth, short focus – 32% are doing “something else” on their computer while Instant Messaging or conference calling – 20% are doing something else off their computer (e.g. talking, watching TV)* • Highly structured approaches are often resisted and bypassed with their own networks – ‘Nearly half our virtual teams used IM even when the Company barred its use’ ** * IM User Study Pew Foundation 2004 ** Shell case study –May 2004 HBR Can absence make the team grow stronger?
    • Learning channels Email VOIP/Tele- Texting Virtual On-line discussions conferences- Wiki Chat rooms Video/web cam Video conferences Instant messaging Blog Shared web space Space Co-located Workshops Individual learning Synchronus A-Synchronus Time
    • Exercise
    • Communication – the virtual difference – likelihood message gets interpreted correctly high Face to face interaction Video conferencing VOIP and teleconferencing with chat facility Teleconferencing SMS/ instant messaging Email/ text Fax/ letter low
    • AIESEC virtual teams use a lot of a- synchronous communication channels high Face to face interaction Video conferencing VOIP and teleconferencing with chat facility Teleconferencing SMS/ instant messaging Email/ text Fax/ letter low
    • Communication – the virtual difference – likelihood message gets interpreted correctly high Face to face interaction Video conferencing VOIP and teleconferencing with chat facility Teleconferencing SMS/ instant messaging Email/ text Fax/ letter Key areas for VT low effectiveness
    • Best practice in virtual communication • Prevent “noise” • To the point (KISS) • Deliberately choose communication channel • Be creative! • Emotion is the future!!
    • Best practice in teleconferencing
    • Best practice in teleconferencing – tips • Agenda distributed in advance • Open call 15 minutes beforehand to allow for ‘chit chat’ or playing virtual games • Always start on time – stragglers will catch up and soon learn to come on time • Always finish on time – optimal time is 30 min to one hour • Start every meeting with ‘round robin’ – introductions and/or OK with agenda (introduce some fun element – best joke, gossip etc) • Allocate time for each agenda item and be brutal in keeping to it. Summarize at end of time and be explicit about next steps
    • Best practice in teleconferencing – tips • Avoid open questions – e.g. does anyone have comments? – instead direct questions to individuals • Summarize regularly the key points of the discussion • Allow some time for emotional breaks – playing music at the end of each agenda item • At end invite everyone in ‘round robin’ for a short comment (or on the meeting as a powerful way of closing and a chance for people to give final input) • Give role of minute taker to someone else in the team • Write up and distribute actions by email within 24 hours
    • Virtual vs. Physical teams Orientation Renewal Why am I here? Why continue? Trust building High performing Who are you? Wow! Goal clarification Implementation What, when, who What are we doing? does what? Commitment How will we do it?
    • Virtual teams
    • How is your virtual teaming XP?
    • Structure versus Emergence in VT Planning Highly structured Structured spontaneity ‘Picture by - short cycles of numbers’ project action learning plan Emergence organic activity driven by deadlines
    • Best practice in virtual project planning I • All data in one place e.g. shared web space • Shared web space designed around project plan framework so easy to navigate • Short cycle of action plans and review – e.g. in 3 month project – 1st review after 3 days, then 1 week, then weeks when team has stabilized
    • Best practice in virtual project planning II • Sub groups set up to take ownership • Teleconference schedule set up to support review processes • Roles and responsibilities clearly identified – project leader, sub groups leaders and virtual team ‘historian’ or ‘administrator’
    • Check out: www.huddle.net
    • As a virtual leader you want:
    • Achievement
    • High performing team
    • Clear communication
    • Smooth functioning team
    • Which seems easy when:
    • You can have impromptu meetings
    • Hallway conversations (coffee corner conversations)
    • Office debriefs (physical team meetings)
    • Entire team is in the same location
    • SHIT!
    • But wait!
    • GOOD news!!
    • Choice…
    • Video
    • What are you really passionate about?
    • How will you share that passion with people all around the world?
    • What is the ‘virtual’ signature / impact you’re leaving behind?
    • YOUR
    • Virtual LEADER
    • Additional information
    • Best practice in IM • Insert summaries and overview comments in threaded conversations • Send out headings to team members to encourage contribution • Regular deletion and archiving – keep it current • Use your “NAME”!!!
    • E-mail efficiency • Schedule fixed moments for email • “Only touch it once” principle • File-in incoming emails immediately: – Immediately trash no value added mails – Update regularly (avoid “To do” buckets) – Structure Inbox – Off line  1:1 – Use specific “headers”  [Big 5] WeCanD agenda
    • Bibliography • Effective Virtual Teams Through Communities of Practice – Chris Kimble, Feng Li, Alexis Barlow 2001 • The Discipline of Virtual Teams – Katzenbach & Smith 2001 • Can Absence Make the Team Grow Stronger – Ann Majchzak, Harvard Business Review 2004 • Leading Virtual Teams – Gould 1997 • Virtual Teams – The Wide Awake Club – Ron Young 2003 • Workers Fear Cooperating in Virtual Teams May Make Them Obsolete – Margaret A. Neale, Stanford Business School 2003 • Teams That Span Time Zones Face New Work Rules – Bill Snyder, Stanford Business School 2003 • Starting up a Virtual team – Stu. Noble, 3D Learning • The Future of Work – Thomas Malone , Harvard Business School Press 2004
    • World scan of thought leadership in virtual teaming Organisation Location Key Players Focus Full Circle Seattle, USA Nancy White Virtual facilitation training, http://www.fullcirc.com communities of learning NetAge – virtual teams West Newton, Jessica Collaborative software and http://www.virtualteams.co Massachusetts, Lipnack, virtual team skills m USA Jeffrey Stamps Pioneer Spirit Marshall Cristina Collaborative software, http://www.pioneerspirit.co School of Gibson, virtual team training m Business, USC, Susan Cohen California USA Global Integration UK and US Fons Remote team training, http://www.global- Trompenaars cross cultural skills integration.com
    • World scan of thought leadership in virtual teaming Organisation Location Key Players Focus Pentacle, The Virtual Pentacle, The Pentacle, The Pentacle, The Virtual business school Virtual Virtual business school business business school school Global Business Boston, USA Thomas Academic – Network/MIT Malone decentralised http://www.gbn.com organisations (The Future of Work) Grove Consultants US Drexler/Sibbe Virtual Team http://www.grove.com t Performance model