Performance Management for Offshore Teams


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Improve team performance, increase quality of deliverables and decrease project cost through effective Outsourcing Leadership principles

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Performance Management for Offshore Teams

  1. 1. INSIGHT Global Partners Insight Into Leading Virtual Teams – Excerpt 2011
  2. 2. INSIGHT Global Partners “Many traditional skills that have helpedmanagers lead people located in a single place arenot sufficient when they have to motivate,coordinate and develop people who are scatteredacross the city, the country or the world. “ “If you are a leader, you can no longer avoiddistance management. You can only choose to do itwell or poorly.” Fisher and Fisher – The Distance Manager Insight Global Partners Copyright 2011
  3. 3. Success Principles of Leading Virtual TeamsA Virtual or Geographically Dispersed team:Is a group of individuals who work across time,space, and organizational boundaries with linksstrengthened by webs of communicationtechnology Insight Global Partners Copyright 2011
  4. 4. Benefits and RisksVirtual Team Benefits Virtual Team Risks• Global “Best of Breed” • Inefficiency and rework availability • Significant time delays• 24x7 work force – Follow • Attrition The Sun • Project cost increase• Latest tools and technology • Lack of domain expertise• Flexible and responsive • Lack of shared risk• Cost arbitrage• Innovation and diversity Insight Global Partners Copyright 2011
  5. 5. Virtual Team DevelopmentForming • Agreeing to team rules, communication types, and behaviors • Establishing terminology and goals • Establish training and domain proficiency standardsStorming • Exploring similarities and differences • Embracing diversity Insight Global Partners Copyright 2011
  6. 6. Virtual Team DevelopmentNorming • Encouraging openness. Non-judgmental • Create a sense of belonging and contribution for every team memberPerforming • Align to business objectives • Communication strategies • Talent Management • Actively manage dispersing of teams Insight Global Partners Copyright 2011
  7. 7. Virtual Team Leader Competencies Insight Global Partners Copyright 2011
  8. 8. The 5 Do’s and Don’ts1. DO be a leader, results 1. DON’T be an autocrat or a catalyst, coach, barrier buster, dictator facilitator, analyzer and living example 2. DON’T allow poor team start- ups2. DO “purpose” the team3. DO get them the tools, time 3. DON’T starve teams of and resources necessary to resources succeed 4. DON’T allow unreasonable4. DO help each person deadlines or work schedules understand how he 5. DON’T forget to create both a contributes social and technical5. DO install the systems, tools, infrastructure protocols, and training for success Insight Global Partners Copyright 2011
  9. 9. ResultsResults of embracing and empowering Virtual Teams: • Improved quality of deliverable • Engaged and excited team members • Proactive vs. Reactive • Decreased attrition • Improved Time to Market • Better investment to reward ratio (decreased cost) • Dependable allies across the globe • Move from Expendable Commodity to Reliable Resource Insight Global Partners Copyright 2011
  10. 10. ConclusionTechnology alone is insufficient. Leaders now need toalso master interpersonal relationships which is evenharder from a distance. Be genuinely involved in thesuccess of each team member. Reward andacknowledge them when possible. Share both the riskand reward always.Leading virtual teams is much different, much morechallenging and can be much more rewarding thantraditional management. Regardless, their successdepends on YOU. Insight Global Partners Copyright 2010
  11. 11. INSIGHT Global Insight Global Partners Copyright 2011