Leading Virtual Teams In The Pharma And Biotech World.Ppt


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  • This may be one of the most difficult components of leading virtual teams. It’s tough enough to manage differences when you are face-to-face every day with your team members—let alone trying to do it when you are miles apart and relying on technology to communicte. As you know d ifferences come in a wide variety such as: Cultural differences—I deal with this a lot in the global teams I work with. But it can even occur even if you are all located in one country—like the U.S. I’m sure you’ve experienced differences in the culture of various regions/cities. As I mentioned earlier I was born and started my career in Ohio. However, in 1979 I moved to New York. Talk about a cultural difference. And now having spent almost a year travelling to and getting to know the ‘culture’ of Tampa—I can tell you there is a big difference in the business culture fro NYC! There are other differences you might experience: Time Zones Interaction styles Work styles Technologies Goal setting/approaches Work ethic And of course – differences of opinions! Managing all those differences requires some special tools, tactics and of course…patience! As the first step in Managing Differences it is important to acknowledge what those differences are and to identify if the differences are, in fact, causing any problems! (I’m always reminded when I deal with Managing Differences that the whole reason we put teams together is so we leverage our diversity. But when these diverse folks come together, they usually spend a lot of time whining about why their team members don’t think and act like they do!!!) The next step is to use Emotional Intelligence in managing your responses to those differences. Emotional Intelligence, which I’ve written a booklet on that you can see at the back of this slide deck, is the ability to manage yourself and manage your reactions to others in order to create a positive interaction and result. Let me ask you to go temporarily to the next slide (Slide 15) to make the point that it is important to move from Judging to Appreciating and Valuing your team’s differences. Now moving back to the Managing Differences Slide--Another key to managing differences is to periodically engage the team in teambuilding activities. Even though with the pressure to reduce in-person meetings—the more frequently you can meet face to face, engage in some teambuilding activities and “breaking bread” together, the more easy it is to resolve differences. When I work with virtual teams I insist that we launch them in a 2 day face to face meeting. During that meeting we establish the team’s charter and boundaries, set goals, examine their decision-making process through simulations, get insights into each other’s working and communications styles,etc. All of this is done so we can set these virtual teams up for success. It doesn’t ensure it—but the feedback I’ve received from the virtual team leaders is that the Team Launch experience was invaluable. So hopefully you can see how all of these things can help a team manage it’s differences, but what happens in those instances when you just can’t seem to resolve the disagreements that arise—what do you do then? Well, managing conflict is tricky even when you are sitting across the table from someone else. It’s even more difficult when you can’t see the person’s reactions. I’m not going to teach my virtual team conflict management course here, but suffice it to say that if the disagreements arise in a team meeting and can’t be resolved you have the option of: a) taking it “off-line” and having a one on one conversation. b) getting the people who are involved offline with you as the team leader or another 3 rd party referee; or c) you may have to get in a car or on a plane! You may also want to provide a module on Conflict Management at one of your team’s meetings if you meet face to face or even do it virtually. For example one alliance team I’m working with had an offsite and invited me to do a Conflict Management Module. Ahead of the meeting I had each member complete a 360 Conflict Profile so that they could evaluate how they think they manage conflict and their team members could do the same. At the meeting we gave out the survey results and we talked about how they needed to change behaviors in how they managed conflict in deciding what strategies and tactics they needed to implement for product success. Our follow-up will be coaching ‘pairs’ of people who are working together in resolving any differences that are lingering.
  • Leading Virtual Teams In The Pharma And Biotech World.Ppt

    1. 1. FX Conference Leading Virtual Teams in the Pharma and Biotech World The Four Cornerstones of Success January 26, 2010 Lynda McDermott Certified Speaking Professional President EquiPro International
    2. 3. OBJECTIVES <ul><li>Understand the benefits and challenges of virtual teams </li></ul><ul><li>Learn how to successfully launch virtual teams </li></ul><ul><li>Learn how to measure and diagnose the performance of virtual teams </li></ul><ul><li>Review virtual team ‘best practices’ for communications, relationship building, decision-making, conflict resolutin, etc. </li></ul><ul><li>Understand the unique competencies required to successfully lead virtual teams </li></ul>
    3. 4. Research Question <ul><li>What are the Biggest Challenges facing you as a Virtual Team Member? </li></ul><ul><li>Missing “Face-Time” </li></ul><ul><li>Managing Differences </li></ul><ul><li>Staying Motivated </li></ul><ul><li>Building Collaboration in Virtual Teams </li></ul><ul><li>Virtual Team Decision-Making </li></ul><ul><li>Aligning everyone to direction and strategy </li></ul><ul><li>Any others? </li></ul>
    5. 6. Leading Virtual Teams – The Four Cornerstones of Success: PERFORMANCE MANAGEMENT MANAGING DIFFERENCES MOTIVATION FACE TIME
    6. 7. Motivation Ensuring Equity Keeping Things Interesting and Fun ! Providing Meaningful Work Using the Right Leadership Style
    8. 9. Situational Leadership® High Relationship and Low Task High Task and High Relationship Low Relationship and High Task High Task and Low Relationship S3 S2 S1 S4 HIGH LOW Supportive Behavior Relationship Behavior ® Task Behavior Directive Behavior HIGH LOW Delegating Participating Selling Telling Performance Readiness HIGH MODERATE LOW Self Directed Leader Directed Situational Leadership is a registered trademark of the Center or Leadership Studies, Inc. Copyright 1985, 2006, Center for Leadership Studies, Inc. All Rights Reserved Unable and Insecure or Unwilling Unable but Confident or Unwilling Able but Insecure or Unwilling Able and Confident and Willing R1 R2 R3 R4
    9. 10. Performance Management Aligning Direction and Strategy Building and Maintaining Collaboration High-touch/High Tech Team Musts Ongoing Team Performance Assessments
    10. 11. WORLD CLASS HIGH PERFORMANCE TEAMS Adapted From World-Class Teams
    11. 12. VIRTUAL TEAM EFFECTIVENESS ASSESSMENT <ul><li>TEAM CHARTER AND GOALS </li></ul><ul><li>TEAM ROLES/SKILLS </li></ul><ul><li>TEAM PROCESSES </li></ul><ul><li>STAKEHOLDER/BORDER MANAGEMENT </li></ul><ul><li>TEAMWORK </li></ul><ul><li>TEAM REWARDS AND RECOGNITION </li></ul><ul><li>TEAM LEADERSHIP </li></ul><ul><li>STRENGTHS/AREAS FOR IMPROVEMENT </li></ul>
    12. 13. ASSESSING WORLD CLASS TEAMS “How Are We Doing?”
    13. 14. Managing Differences Conflict Management Using Emotional Intelligence Acknowledging Differences Ongoing Team Building
    14. 15. Reactions to Others Judging Understanding Respecting Appreciating Valuing
    15. 16. “ FACE TIME” Making Connections Coaching Engagement Getting Recognized
    16. 17. WHAT IS PIE? <ul><li>PERFORMANCE </li></ul><ul><li>Full utilization of skills and abilities </li></ul><ul><li>Contributions </li></ul><ul><li>Opportunity for development </li></ul><ul><li>IMAGE </li></ul><ul><li>Results </li></ul><ul><li>Reputation </li></ul><ul><li>Credibility </li></ul><ul><li>Savvy </li></ul><ul><li>Style </li></ul><ul><li>EXPOSURE </li></ul><ul><li>Visibility to Executive leadership </li></ul><ul><li>Visibility to broad networks </li></ul><ul><li>Crucible roles </li></ul><ul><li>Sponsorship </li></ul>P I E
    17. 18. VIRTUAL TEAM COMPETENCIES <ul><li>Core Competencies </li></ul><ul><ul><li>Establish the right “fit” up front whenever possible </li></ul></ul><ul><ul><li>Assess team member ability to be a self-starter, self-motivator </li></ul></ul><ul><ul><li>Recognize the need to work effectively without standard social cues </li></ul></ul><ul><ul><li>Determine member ability to hit benchmarks and stay on task without micro-management </li></ul></ul><ul><ul><li>Must value TEAMWORK </li></ul></ul><ul><li>Effective Virtual Team leadership </li></ul><ul><ul><li>Clarity and setting expectations are vital </li></ul></ul><ul><ul><li>Communication must be consistent, reliable, effective </li></ul></ul><ul><ul><li>Trust and team building must always remain top-of-mind </li></ul></ul><ul><ul><li>Patience is essential </li></ul></ul><ul><ul><li>Create and execute goal setting and action plans </li></ul></ul>
    18. 19. VIRTUAL TEAMS: ADDED COMPLEXITY <ul><li>Establish an “on-boarding” process; assign a “buddy” to a new team member </li></ul><ul><li>During regularly scheduled meetings spend time to discuss the positive aspects of the team, as well as areas that need improvement. </li></ul><ul><li>Invest the time team members would have spent traveling to identify and manage cultural differences and geographical disparities at the onset of the project. </li></ul>
    19. 20. VIRTUAL TEAMS: ADDED COMPLEXITY (CONT’D ) <ul><li>At the first indication of a problem - take action! This action may be in the form of direct intervention with the members involved or letting the entire team know that you are aware of what is happening and that it will be resolved. </li></ul><ul><li>Don't distance yourself from team members. Be available to them, this will increase the trust they have in you and shows them that you respect them. </li></ul>
    20. 21. VIRTUAL TEAMS: ADDED COMPLEXITY (cont’d) <ul><li>Designate someone to mind the &quot;virtual water cooler.&quot; Regular one-on-one telephone conversations with team members will help clarify local priorities and concerns. </li></ul><ul><li>Avoid or reduce communications delays: follow ground rules and team norms to accommodate multiple time zones. Address team member requests in a timely fashion </li></ul>
    21. 22. VIRTUAL TEAMS: ADDED COMPLEXITY (cont’d) <ul><li>Require regular updates from all team members. This is the best way to ensure you get a complete picture of activities </li></ul><ul><li>Keep Team Members Visible: use the social media networking to keep people connected </li></ul><ul><li>Recognize People: Team leaders need to periodically recognize peoples’ contributions to team goals and collaboration </li></ul><ul><li>Make sure that team technology is available and support provided. </li></ul>
    22. 23. <ul><li>What are you going to do with the information you’ve learned today? </li></ul><ul><li>I’m going to hold a virtual team training session on one of the topics we’ve covered. </li></ul><ul><li>I’m going to do a Virtual Team Effectiveness Assessment and discuss the results with my team. </li></ul><ul><li>I’m going to hold a discussion about each of the 4 Cornerstones with my team at my next 4 team meetings. </li></ul>Plan of Action
    23. 24. (PRENTICE-HALL) (JOHN WILEY & SONS, INC. ) (ASTD) Also Available from Lynda McDermott: WORLD CLASS TEAM SERIES E-BOOKS <ul><li>Team Values and Operating Agreements </li></ul><ul><li>Team Jump Start </li></ul><ul><li>What’s Our Need for Teamwork? </li></ul><ul><li>Are You Ready for World Class Teams? </li></ul><ul><li>Team Effectiveness Assessment </li></ul>
    24. 25. To Contact Lynda : Email: [email_address] or [email_address] Phone: 212-297-6176 or 917-854-4552 Websites: www.lyndamcdermott.com www.equiproint.com
    25. 26. LYNDA C. MCDERMOTT, MSOD, CSP is President of EquiPro International, Ltd ., an international management consulting firm which specializes in the strategic development of organizations and their employees. Her experience involves over 30 years of line management, and internal and external consulting. McDermott began her career as line manager, and then an internal consultant with Ohio Bell Telephone Company, AT&T and Ernst & Whinney. She began her external consulting career with E&W as Manager-in-Charge of Human Resources Consulting, and later served as a Director for a national Human Resources and Organizational Consulting Practice for KMG Main Hurdman. Over the last twenty years her firm has provided consulting services in strategic planning and business development, leadership and team development and executive coaching performance management, 360° assessment, business development, change management and organization effectiveness in a wide variety of industries. Her client list includes such companies as Pfizer, Hearst Magazines, Biogen Idec, PricewaterhouseCoopers, Standard & Poor’s, Sanofi Aventis, DuPont Women Lawyers’ Network, Enrst & Young, and Willkie Farr & Gallagher. She has served on the National Board of Directors of the American Society for Training and Development and has been their Torch Award Winner. Her firm has received two ASTD “Excellence in Practice” Citations for their ground-breaking work with global teams in over twenty-five countries and for their innovative “Build Our Business” program. She has also served on the Board of Directors of Girls Incorporated (Formerly Girls Clubs of America). Ms. McDermott is a frequent speaker and is co-author of the best-selling book World Class Teams (John Wiley & Sons, Inc.) and author of the best-selling book titled Caught In The Middle: How To Survive and Thrive In Today's Management Squeeze (©Prentice-Hall). She is a Certified Speaking Professional with the National Speakers Association and has appeared on CNBC, Wall Street Journal Radio, National Public Radio and in numerous business publications. McDermott has served on the adjunct faculty of INSEAD in Fontainebleau, France and for Stony Brook University’s MBA program and is on the faculty of the American Management Association. Lynda is also a member of the International Coaching Federation. Ms. McDermott is a Phi Beta Kappa graduate of Miami University and has a Masters of Science in Organization Development from Bowling Green State University. EquiPro International, Ltd. 420 Lexington Avenue, Suite 300 1110 3 rd Street South New York, New York 10170 St. Petersburg, FL 33701