Effective Virtual Teams & Virtual Team Leadership - Tactics & Strategies

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Effective Virtual Teams & Virtual Team Leadership - Tactics & Strategies

  1. 1. www.satelliteteamsolutions.com.au<br />1<br />19 August 2009<br />
  2. 2. Effective Virtual Teams<br />2<br />19 August 2009<br />
  3. 3. Characteristics of Virtual teams<br /><ul><li>Temporal Distribution - Time zones
  4. 4. Boundary Spanning - Cultural/organisational
  5. 5. Lifecycles - Long/short
  6. 6. Member roles - Complexity</li></ul> (Source: Bell & Kozlowski, 2002)<br />3<br />19 August 2009<br />
  7. 7. Leading Virtual teams<br />Leadership/Vision<br />Cultural Awareness<br />Leader <br />Presence<br />Virtual Context<br />Team Development<br />Organisation<br />Structure/technology<br />Effective Virtual team <br />4<br />19 August 2009<br />
  8. 8. Effective Virtual Teams <br />and <br />Virtual Team Leadership<br />Practical strategies & tactics<br />
  9. 9. Emergence of Virtual Teams<br />6<br />19 August 2009<br />
  10. 10. Shell House<br />William Street<br />Melbourne<br />Built 1935<br />Designed <br />Kingsley Henderson<br />Shell Australia<br />Redfern Road<br />Hawthorn East<br />Built 2004<br />Shell House<br />Spring Street<br />Melbourne<br />Built 1989<br />Designed <br />Harry Seidler<br />7<br />19 August 2009<br />
  11. 11. 19 August 2009<br />
  12. 12. 9<br />19 August 2009<br />
  13. 13. 10<br />19 August 2009<br />
  14. 14. Where to from here<br />Why have virtual teams?<br />What are the challenges of virtual teams?<br />Focus on people aspects of virtual teams<br />19 August 2009<br />11<br />
  15. 15. Benefits of Virtual teams<br />Global customers <br />Adaptability to global competitive pressures<br />Greater flexibility for employees (home offices) Maintenance of healthy work/life balance <br />Resource complex global projects<br />Talent utilization across multiple time zones<br />Richness in diversity<br />Increasing sense of sustainability<br />12<br />19 August 2009<br />
  16. 16. <ul><li>Senior level talent retention
  17. 17. Global management information, guidelines & frameworks
  18. 18. Standardisation of process thus reduced cost with economies of scale
  19. 19. Consistent global customer offerings
  20. 20. Strength of global resource pool – accessibility & depth of talent
  21. 21. Pace of disseminated implementation across the globe </li></ul>13<br />19 August 2009<br />
  22. 22. Financial Review 4th June 2009<br />Telstra<br /><ul><li>National full day session across 4 sites savings of $20,000/day travel costs
  23. 23. 54,000 kms not travelled
  24. 24. 214 hours of travel time saved
  25. 25. 23 tones of CO2</li></ul>14<br />19 August 2009<br />Telstra<br />
  26. 26. Build new rocket engine<br />Break through design for thrust chamber and turbo pumps that : <br />Boeing Rocketdyne Project <br /><ul><li>Number of parts from 100s to a few
  27. 27. Design time to 10% of schedule
  28. 28. Number of hours to 1% of normal
  29. 29. Manufacturing cost by millions</li></ul>Source : Lipsnack 2008<br />15<br />19 August 2009<br />
  30. 30. Virtual design team - California, Philippines & Canada<br />Savings in resource time overall operational costs <br />Working within ones own circadian rhythms<br />Fluor Corporation <br /><ul><li>Reduction of 3 months from a 14 month design process
  31. 31. 3 days of work within 24 hour period across three countries</li></ul>Source: Zaheer, 2000<br />16<br />19 August 2009<br />
  32. 32. Ashridge Business School (UK)<br />Less than 30% of Virtual teams are seen to been effective or successful<br />17<br />19 August 2009<br />
  33. 33. Challenge of Virtual Teams<br />18<br />19 August 2009<br />
  34. 34. Virtual teams challenges <br />19<br />19 August 2009<br />
  35. 35. Virtual teams challenges <br />19 August 2009<br />20<br />
  36. 36. Virtual teams challenges <br />21<br />19 August 2009<br />
  37. 37. 22<br />19 August 2009<br />
  38. 38. <ul><li>Virtual team Talent Management
  39. 39. Time Zone management
  40. 40. Restricted communication mediums
  41. 41. Leadership communication capacity
  42. 42. Human Resource structures and measures consistent for VTs</li></ul>23<br />19 August 2009<br />
  43. 43. Talent churn<br />24<br />19 August 2009<br />
  44. 44. Safety performance<br />25<br />19 August 2009<br />
  45. 45. Impact on environment<br />26<br />19 August 2009<br />
  46. 46. Decreasing profits<br />27<br />19 August 2009<br />
  47. 47. Ineffective virtual teams cost businesses <br />28<br />19 August 2009<br />
  48. 48. Effective Virtual teams & Virtual Team Leadership<br />29<br />19 August 2009<br />
  49. 49. Leading Virtual teams<br />Leadership/Vision<br />Cultural Awareness<br />Leader <br />Presence<br />Virtual Context<br />Team Development<br />Organisation<br />Structure/technology<br />Effective Virtual team <br />30<br />19 August 2009<br />
  50. 50. Harvard Business Review 2004<br />54 teams, 25 global companies, 15 countries<br />Leverage diversity (Team)<br />Use technology to stimulate reality (Tech)<br />Hold team together (VTL)<br />Effective Virtual teams & Virtual Team Leadership<br />Source : HBR 2004, Majchrzak, Malhotra, Stamps & Lipnack<br />31<br />19 August 2009<br />
  51. 51. Virtual Team Development<br />32<br />19 August 2009<br />
  52. 52. 33<br />19 August 2009<br />
  53. 53. Virtual Team development<br />Forming<br /><ul><li>agreeing team rules, behaviours, communication styles
  54. 54. agreeing terminology & goals</li></ul>Storming<br /><ul><li>Exploring similarities & differences
  55. 55. Embracing differences to gain richness in diversity</li></ul>Source:Tuckman 1965<br />34<br />19 August 2009<br />
  56. 56. 35<br />19 August 2009<br />
  57. 57. 36<br />19 August 2009<br />
  58. 58. Virtual Team development<br />Norming<br /><ul><li>encouraging openness, non-judgemental </li></ul>Performing<br /><ul><li>talent management, communications strategies,
  59. 59. alignment to business objectives</li></ul>Adjourning<br /><ul><li>actively managing dispersing of team</li></ul>37<br />19 August 2009<br />
  60. 60. Initial F2F?<br />Most <br />important<br />Empirical research :What happens in the early formation & leadership of teams predicts subsequent levels of trust, satisfaction & performance (Avolio & Kahai, 2003)<br />38<br />19 August 2009<br />
  61. 61. Ones expectations on another’s capabilities and where goodwill is visible in each parties behaviour enabling cooperation with minimal risk (Henttonen & Blomqvist, 2005)<br />Building trust<br /><ul><li>reliability (will complete work)
  62. 62. credibility (will deliver)
  63. 63. personal connection – ways of working</li></ul>“Key ingredient to building trust is not time, its courage” (Lencioni, 2005)<br />Trust<br />39<br />19 August 2009<br />
  64. 64. 40<br />19 August 2009<br />
  65. 65. Leading Virtual teams<br />Leadership/Vision<br />Cultural Awareness<br />Leader <br />Presence<br />Virtual Context<br />Team Development<br />Organisation<br />Structure/technology<br />Effective Virtual team <br />41<br />19 August 2009<br />
  66. 66. Virtual Team Leadership<br />42<br />19 August 2009<br />
  67. 67. “Many traditional skills that helped managers lead people located in a single place are not sufficient when they have to motivate, coordinate, and develop people who are scattered across the city, the country or the world”<br /> “If you are a leaders, you can no longer avoid distance management; you can only choose to do it well or poorly” <br />Fisher & Fisher – The Distance Manager 2001<br />43<br />19 August 2009<br />
  68. 68. 44<br />19 August 2009<br />
  69. 69. Virtual Team Leadership<br />Understanding of global leadership characteristics<br />GLOBE study 15 years – 65 societies, data from 18,000 middle managers<br />Ability to constructively revisit cultural differences with team members during team activities/challenges ( Hanges, Lyon & Dorfman, 2005)<br />45<br />19 August 2009<br />
  70. 70. 46<br />19 August 2009<br />
  71. 71. Virtual Team LeaderKey characteristics<br />Resilient<br />Skilled and effective Communicator (Leader Presence)<br />Empathetic<br /><ul><li>Adaptable</li></ul>47<br />19 August 2009<br />
  72. 72. 48<br />19 August 2009<br />
  73. 73. “Trying to be a leaders with a paper bag over your head – can’t see, hear or speak face to face with the people you are suppose to be leading” (Fisher & Fisher, 2001) <br />49<br />19 August 2009<br />
  74. 74. Virtual Leader Presence<br />50<br />19 August 2009<br />
  75. 75. Difference in relationship between performer and the audience in a live play. <br />The feeling that a team member has in a real meeting room, in real time, with a real manager<br />Presence <br />Source : Koen, 2005<br />51<br />19 August 2009<br />
  76. 76. Survey responses in on-line learning environment statistically confirmed :<br />instructor presence strongly related to scores on affective learning<br />social involvement of other team members increased the cognitive learning abilities of students – discussion boards, synchronous chat room and shared context<br />On line learning research <br />Russo & Benson, 2005 <br />52<br />19 August 2009<br />
  77. 77. Virtual Leader Presence<br /><ul><li> Physiological connection
  78. 78. sense of belonging in virtual team
  79. 79. Ok I see”... Virtual nodding
  80. 80. sense of team contribution
  81. 81. Social connection
  82. 82. Informality helps team to relax & connect at deeper level (Caulat, 2006)
  83. 83. Setting up social communities
  84. 84. Virtual “coffee break” , virtual water cooler</li></ul>(Fisher & Fisher 2001)<br /><ul><li>Walk in / Walk out principle</li></ul> (McMahon-Cook, 2009)<br />53<br />19 August 2009<br />
  85. 85. 54<br />19 August 2009<br />
  86. 86. Importance of Presence – sharing of ideas, trust one another & engender collaboration<br /> ...increase performance and deliver on goals and increase profitability<br />Virtual Leader Presence<br />(Source: Hentonnen & Blomqvist, 2005)<br />55<br />19 August 2009<br />
  87. 87. Virtual leadership requires “Good interpersonal skills including the abilities to communicate warmth, emotion, trust and leadership through written words on a computer screen and to read emotions in others’ messages” (Robbins 2004)<br />56<br />19 August 2009<br />
  88. 88. www.satelliteteamsolutions.com.au<br />57<br />19 August 2009<br />
  89. 89. Satellite Team Solutions Programs<br />19 August 2009<br />‹#›<br />Program 1 : Current state diagnosis<br /> Goal : Identify and report on the specific focus areas within your organisation that need to be addressed to enable effective virtual teams and virtual team leadership.<br /> <br />Program 2 : Virtual Working Strategy<br /> Goal : Design a virtual working strategy that creates a competitive advantage in this dynamic environment and is consistent with overall business strategy.<br />Program 3 : Effective communication through technology<br /> Goal : Establish team behaviours that enhance relationships and trust using various forms of technological communication mediums. . <br />
  90. 90. Satellite Team Solutions Programs<br />19 August 2009<br />‹#›<br />Program 4 : High Performing Virtual teams<br />Goal: Establish team behaviours that extend relationships and build a trusted team environment through collaborative working and researched frameworks.<br /> <br />Program 5 : Virtual Team Leader Presence<br /> Goal : Enhance virtual leadership effectiveness. Explore the key challenges of virtual leadership. Experience the impact of Leader Presence in the virtual team, thus enabling and mobilising individuals and the team to optimised performance.<br />

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