GlobalVirtualTeamwork
Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence                           ...
What makes virtual collaboration difficult?                  © Transnational Management Associates Ltd. All Rights Reserve...
Overcoming the barriers                 © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual te...
The 6C frameworkTrusting relationshipsSupporting alignment                                              Isolation         ...
Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence                           ...
Cooperation & Convergence: Mindsets         COOPERATION                                            We help each other     ...
Take away | CooperationKey team member responsibilitiesHow can team members help each other cooperate? ●   Build trust by ...
Convergence: Pulling in the same direction Metrics and Monitoring Procedures Daily/Weekly/Monthly Validation            ...
Take away | ConvergenceKey team member responsibilitiesHow can you make sure you all pull in the same direction? ●   Follo...
Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence                           ...
Cultural intelligence: Mindset          COOPERATION          Mindsets                            We play well together    ...
The TMA Worldprism™                                              RELATING REASONING                                       ...
Cultural Intelligence             RELATING -      How we interact                     TASK                                ...
Take away | Cultural Intelligence Key team member responsibilities How can team members play well together? •   Understand...
Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence                           ...
Synchronization: Mindsets         COOPERATION                                          We work together         Mindsets  ...
Coordination: Mindset         COOPERATION         Mindsets                                          We work together      ...
Coordination: Clarity                            Work Analysis                        What needs to be done               ...
Take away | Coordination Key team member responsibilities How can you work well together to support coordination? •   Be a...
Communication: Mindset                                                                      COOPERATION                   ...
Communication protocols: Best practices• Make sure the right information is getting to the right people at the  right time...
Take away | CommunicationKey team member responsibilitiesHow can you ensure team members pay attention to each other? •   ...
Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence                           ...
Capability: Mindsets          COOPERATION          Mindsets                                               We share what we...
Making best use of diverse expertise            Disturbers                                                   Destructors  ...
Take away | CapabilityKey team member responsibilitiesHow can you and the team share what you have?• Promote constructive ...
Thank you for your participation                  Please visit our website              www.tmaworld.com                  ...
TMA World is a leader in developing talent for theglobal workplace. Across 50 countries we applya blend of experiential wo...
TMA World PublicationsWritten by Terence Brake, President, TMA World-Americas                                        http:...
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Successful Global Virtual Teamwork

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Global virtual teams enable organizations to leverage expertise and resources globally, as well as reduce costs. But, to succeed they require higher levels of attention, discipline and effort than co-located teams.

This presentation will explain best practice behaviours and skills needed for maximizing performance in teams operating virtually across the world.

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Successful Global Virtual Teamwork

  1. 1. GlobalVirtualTeamwork
  2. 2. Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence Global Virtual Teams3 Being inclusive-Cultural Intelligence4 Synchronizing-Coordination & Communication5 Leveraging expertise-Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 2
  3. 3. What makes virtual collaboration difficult? © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 3
  4. 4. Overcoming the barriers © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 4
  5. 5. The 6C frameworkTrusting relationshipsSupporting alignment Isolation  EngagementSynchronized workflows COOPERATIONLeveraging expertiseShared understandingsBeing inclusive Successful GVTs Confusion Fragmentation   Clarity CAPABILITY Cohesion © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 5
  6. 6. Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence Global3 Being inclusive Virtual Teams-Cultural Intelligence4 Synchronizing-Coordination & Communication5 Leveraging expertise-Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 6
  7. 7. Cooperation & Convergence: Mindsets COOPERATION We help each other Mindsets We pull in the same direction CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 7
  8. 8. Take away | CooperationKey team member responsibilitiesHow can team members help each other cooperate? ● Build trust by increasing openness ● Develop swift trust through relationships and deepen that trust by proving yourself ● Keep promises ● Be accessible ● Treat everyone with respect and consideration ● Fix problems, do not blame © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 8
  9. 9. Convergence: Pulling in the same direction Metrics and Monitoring Procedures Daily/Weekly/Monthly Validation  Mission  Team Charter, including: Performance  scope and strategy Purpose  success criteria Indicators MARKERS  Clear Global Objectives Definition of team values  Optimised Regionally/ Operating principles Principles Priorities Locally  Updated when required Plans  Resources and Support  Timelines and Budgets  Team Organization and Roles  Authority & decision making guidelines  Define extent of local / regional flex © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 9
  10. 10. Take away | ConvergenceKey team member responsibilitiesHow can you make sure you all pull in the same direction? ● Follow a shared purpose • Have shared priorities ● Have a plan in place • Work according to a set of team principles • Measure team performance © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 10
  11. 11. Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence Global Virtual Teams3 Being inclusive-Cultural Intelligence4 Synchronizing-Coordination & Communication5 Leveraging expertise-Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 11
  12. 12. Cultural intelligence: Mindset COOPERATION Mindsets We play well together CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 12
  13. 13. The TMA Worldprism™ RELATING REASONING REGULATING CULTURAL LENS History Geography Language Religion © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 13
  14. 14. Cultural Intelligence RELATING - How we interact TASK RELATIONSHIP EXPLICIT IMPLICIT INDIVIDUAL GROUP REGULATING - How we manage Person A Person B RISK TAKING RISK AVOIDING TIGHT LOOSE SHARED CONCENTRATED REASONING - How we think LINEAR CIRCULAR FACTS THINKING SIMPLE COMPLEX © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 14
  15. 15. Take away | Cultural Intelligence Key team member responsibilities How can team members play well together? • Understand the factors that influence culture • Recognize, acknowledge and respect cultural difference • Avoid stereotypes • Use the TMA Worldprism™ to profile cultural difference to understand areas that impact on business activities • Adapt working styles and preferences to work well with other cultures and generate business value • Be aware of the virtual environment © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 15
  16. 16. Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence Global Virtual Teams3 Being inclusive-Cultural Intelligence4 Synchronizing-Coordination & Communication5 Leveraging expertise-Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 16
  17. 17. Synchronization: Mindsets COOPERATION We work together Mindsets We pay attention to each other CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 17
  18. 18. Coordination: Mindset COOPERATION Mindsets We work together CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 18
  19. 19. Coordination: Clarity Work Analysis What needs to be done Roles & Responsibilities Who will do what & when Shared Tools Shared Processes & Technologies How tasks are done How information is created & shared Operating Agreements How we do things around here © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 19
  20. 20. Take away | Coordination Key team member responsibilities How can you work well together to support coordination? • Be aware of local priorities and time zone differences of other team members • Ensure you understand and know how to follow shared team procedures • Be clear on roles and responsibilities for you and your team members • Check for mutual understanding • Use technologies to be coordinated synchronously and asynchronously • Engage in regular formal and informal communication © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 20
  21. 21. Communication: Mindset COOPERATION Mindsets We pay attention to each other CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 21
  22. 22. Communication protocols: Best practices• Make sure the right information is getting to the right people at the right time and in the right format• Use a variety of collaborative technologies• Develop explicit agreements on which media channels to use for specific types of communication• Provide frequent and timely information and feedback © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 22
  23. 23. Take away | CommunicationKey team member responsibilitiesHow can you ensure team members pay attention to each other? • Make sure the right information gets to the right people at the right time and in the right format • Follow agreed protocols and use a variety of tools for effective communication:  Which tool  When to use  Why to use • Follow agreed best practice on how to use:  Emails: Include prefixes, project details, actions, times and dates, adopt written communication best practice  Virtual meeting processes: Before, during and after © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 23
  24. 24. Roadmap1 Achieving virtual team collaboration2 Generating team spirit-Cooperation & Convergence Global Virtual Teams3 Being inclusive-Cultural Intelligence4 Synchronizing-Coordination & Communication5 Leveraging expertise-Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 24
  25. 25. Capability: Mindsets COOPERATION Mindsets We share what we have CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 25
  26. 26. Making best use of diverse expertise Disturbers Destructors Generate and shape knowledge Block and distort knowledge Experimenters Blockers Charlatans Originators Chaotics Escalators Questioners Hoarders Toxics Transformers Whirling Dervishes Seekers Knowledge Labyrinth Mobilizers Communicate and use knowledge Accelerators Amplifiers Channelers Implementers Integrators Multipliers Prioritizers Sense Makers Validators © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 26
  27. 27. Take away | CapabilityKey team member responsibilitiesHow can you and the team share what you have?• Promote constructive team roles• Challenge (constructively) negative team roles• Communicate your knowledge, skills and experiences• Identify your strengths and developmental areas• Take the lead when you have the requisite knowledge or skills for a situation• Create opportunities for sharing your knowledge, skills and best practices with the team and learning from others• Pay attention to the capability needs of the team as a whole and identify how you could help meet those needs © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 27
  28. 28. Thank you for your participation Please visit our website www.tmaworld.com Get in touch! Contact us at enquiries@tmaworld.com or Eugene directly at epiccinini@tmaworld.comTMA World is a leader in developing talent for the global workplace. © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 28
  29. 29. TMA World is a leader in developing talent for theglobal workplace. Across 50 countries we applya blend of experiential workshops and e-learningmethodologies to enable individuals at all levels tolead and collaborate across distances and difference: Develop leaders - who possess appropriate global mindsets and competencies Engage global teams - to collaborate seamlessly and support international growth Achieve consistency - across cultures, methodologies and management Harmonize cross-border relationships - both internally and externally Unify your people - to enable the free flow of ideas and skills globallyTo find out more about how we can help you address your learning and developmentchallenges, please contact us at enquiries@tmaworld.com or visit our websitewww.tmaworld.comLondon New York San Francisco Hong Kong Singapore Bangalore Moscow © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 29
  30. 30. TMA World PublicationsWritten by Terence Brake, President, TMA World-Americas http://virtualteamwork.blogspot.com Where In The World Is My Team? Making a success of your virtual global workplace THE FUTURE OF VIRTUAL ‘Where In The World Is My Team? Making a success of your virtual global TEAMWORK & workplace’ addresses the issues of ‘Sanity, Survival and Success in Global COLLABORATION Teams’. Tools, theories and concepts are introduced to help businesspeople working internationally to understand and develop the competencies required to The work revolution is here and manage and lead global teams. now! This blog builds on the work of my new book - The Global Leader: Critical Factors For Creating The World Class Where in the World is My Team? Organization by discussing the latest thinking Globalization may have become a cliché, but that doesn’t make it any less real or on virtual teamwork and any easier to achieve and sustain. Global competitiveness requires continuous collaboration. Enjoy! attention to core capabilities. ‘The Global Leader’ addresses one of the most critical capabilities needed for winning in this new business environment: a company’s ability to develop global leaders throughout its organization. Managing Globally ‘Managing Globally’ is a practical, self-help guide to help you develop key management skills for working with other cultures. Packed with essential tips and advice you will learn how to adapt to different working practices, from overcoming language barriers, making presentations and carrying out negotiations to working in global teams and managing conflict. Managers Handbook A comprehensive guide to learning key management skills, understanding core business concepts, and planning a successful career, ‘Managers Handbook’ is both an introduction for new managers and an up-to-date reference for experienced managers and those working in new businesses. © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 30

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