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Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams
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Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams

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Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams …

Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams

Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience.

Learning outcomes: This seminar is designed to support leadership effectiveness in managing remote and virtual teams

At the end of this session, participants will be able to:

a) Examine how current leaders manage remote and global teams
b) Explore best practices
c) Explore the limitations and role of technology in leading remote teams
d) Examine cultural and other factors that impact virtual effectiveness

Published in: Business, Technology

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  • 1. GLOBAL AND VIRTUAL LEADERS Increasing Performance and Relationships for Virtual and Remote Teams
  • 2. Moderator Bio Diana G. Wu Northrop Grumman Corp. • Payload Test Engineer – Development, testing, integration and delivery of quality command products and payload systems • • • • Azusa, CA – SBIRS Baltimore, MD – F22/F35 Cornell University John Hopkins University
  • 3. Lead Panelist Lonney F. Gregory Northrop Grumman Corp. • Director of Learning Technology and Operations (LTO) – Design, Development and Delivery of specialized eLearning training programs • United States Navy – Fleet Training Center in Norfolk, VA • Strayer University • George Mason University
  • 4. Panelist #2 Adrienne D. Williams Northrop Grumman Corp. • Functional Systems Engineering Manager – Supports 20 development and 4 international programs • United States Air Force – Operation Iraqi Freedom and Operation Enduring Freedom-Afghanistan • Embry-Riddle Aeronautical University
  • 5. Panelist #3 Marc Tate Booz Allen Hamilton • Technology Lead within the Healthcare Group – Focused on technology strategy, program management, enterprise solutions, and full lifecycle systems development • Principal – Herndon VA office • Johns Hopkins University • University of Mary Washington
  • 6. Learning Outcomes This seminar is designed to support leadership effectiveness in managing remote and virtual teams. At the end of this session, participants will be able to: •Examine how current leaders manage remote and global teams •Explore best practices •Explore the limitations and role of technology in leading remote teams •Examine cultural and other factors that impact virtual effectiveness
  • 7. Don’t get it twisted. This is about leadership not technology • Care about the contributions of each participant • Encourage transparency and dissent; and demand collaboration to reach consensus • Ensure your objectives are solid and reiterate often, keep the team focused on what is to be accomplished • Praise in public giving credit where credit is due; critique in private, directly, but never in anger and always with suggestions for improvement • Take the blame when things go wrong and credit the team when things go well • Take some time to know your team members and acknowledge them “off line”
  • 8. Virtual vs. Live: How can you leverage the pros/cons of live meetings to improve virtual ones Live/ Face-to-face Meeting Advantageous Virtual Meeting Disadvantageous Advantageous Timing Time loss commuting Time saved Cost Could be costly Disadvantageous Could save costs Rapport Difficult to build rapport Focus More intently focused Multi-tasking during meeting Engagement • Builds rapport More engagement Higher likelihood of interruptions Lesser likelihood of interruptions Less engagement Virtual Meeting Considerations – – – Timing: Take advantage of the time saved commuting by taking a moment to get to know team Rapport: Build rapport by providing pictures via webinar, taking short time before or after to get to know folks or share something about yourself Focus & Engagement: Ask questions, call on folks, conduct a round robin for input to ensure engagement
  • 9. Meeting Types and Approaches Meeting Type Audience Number of People Purpose Degree of interactivity Recommended Type Information sessions All Levels 25+ Inform knowledge Low Virtual Decision Meetings Leadership 3-8 Make decisions or arrive at agreement High Live Training All Levels 15+ Educate Medium Live Team Meetings Internal staff 3-12 Discuss administrative activities High Both Project/ Client Meetings Internal/ External Staff 3-13 Discuss project work High Both One on one All levels 2 Mentor High Both
  • 10. Tools, Tips and Techniques Meeting Type Audience Number of People Information sessions All Levels 25+ Decision Meetings Leadership 3-8 Training All Levels 15+ Team Meetings Internal staff 3-12 Project/ Client Meetings Internal/ External Staff 3-13 One on one All Levels 2 Tools and Tips Tools • Online web/ screen sharing include Adobe Acrobat Connect, Go To Meeting, Microsoft Office Live Meeting and Web Ex Use • Utilize polling tool for comprehension • Use Chat for soliciting additional commentary Tips • Don’t forget agendas – institutes time limits • State your name or address others by name • Diversify tone, pitch, and volume to capture and maintain attention of remote audiences • Provide visual aids – give folks something to look at • Pause regularly for group input
  • 11. The “X” Factor – Cultural and other differences affecting virtual teams • • • • Remain coachable/teachable Do your research, especially for international/culturally different teams Realize actual similarities and remain vigilant of false perceptions Maintain simple, specific, detailed and effective communication Mitigate differing perceptions of collaborative efforts Ensure each team (member) is aware of their objective and deliverable dates Remain flexible Work schedules and work load Time differences Willingness to travel Maintain consistency Meeting times and dates Delivery, tone and body language Deliverables
  • 12. Follow-up and Follow Through • • • • Establish action items Publish minutes and actions Follow-up meeting difficulties with phone calls Bring after meeting discussions to the next meeting

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