Working Virtually at T-Systems Video Summary Slides

WORKING VIRTUALLY VIDEOs
http://workingvirtually.t-systems.com

WORKINGVIRTUALLY
VIDEOS
1. This file provides you in a single book all of the“One Pagers” for
the Working Virtually videos. They provide a high level overview
of the video content. We advise that you watch the videos to gain
a deeper understanding of the topics.
2. Each “One Pager” summarises one video.
3. You can view all videos at http://workingvirtually.t-systems.com/
all of which are available worldwide on the internet for use with
use with customers, partners and colleagues.
4. “One Pagers” can be downloaded after watching the videos
individually.
5. The next page in this booklet provides a list of the current videos.
6. We recommend to begin with:
• Introduction to Working Virtually
• Introduction to Intercultural Awareness
7. The “One Pagers” serve as a good reminder once you have
watched the videos . We recommend that you keep a copy of this
booklet to support you in your daily working life.

WORKING VIRTUALLY PROVIDES:
 36 home grown videos between 10 and 25
minutes
 videos available on the internet for use with
customers and partners
 one pager downloads for each video
 access to the Cultural Navigator and the
specific T-Systems learning paths
 below find the list of videos in the Working
Virtually video series followed by the one
pager download for each video
WORKINGVIRTUALLY
Introduction to communication
Barriers in communication
Creating shared understanding
Structuring conversations
Writing a communication plan
Introduction to conflict
Preventing conflict
Resolving conflict
Tools and Technology in Working Virtually
Introduction to TSN
How to communicate on TSN
TSN for adminstrators – basics
TSN for adminstrators – advanced
Webconferences – basics
Webconferences – advanced
Introduction to sharepoint
Sharepoint for administrators – basics
Sharepoint for administrators – advanced
Introduction to Qbase
Introduction to Working Virtually
Introduction to virtual leadership
Deliverable management in virtual teams
Virtual Leadership and other elements of WV
Virtual leader as a coach
Virtual team introduction
Challenges & success factors in virtual teams
Setting up your virtual team (part 1)
Setting up your virtual team (part 2)
Introduction to community design
Community planning
Community events
Communities online
Introduction to intercultural awareness
Access to the Cultural Navigator
Introduction to trust
Building trust
Maintaining trust
TRUST
TOOLS AND TECHNOLOGY
INTERCULTURAL AWARENESS
CONFLICT MANAGEMENT
EFFECTIVE COMMUNICATION
TEAM DESIGN
COMMUNITY DESIGN
VIRTUAL LEADERSHIP
INTRODUCTION
3

HEADLINE LOREM
IPSUM
INTRODUCTION
to WORKING VIRTUALLY
At http://workingvirtually.t-systems.com you will find more than 35 videos between 10 and 25
minutes in length on 8 interdependent topics, and also be able to access the Cultural Navigator .
Below find more information on the topics goals:
Working remotely from our colleagues, partners or customers requires specific
skills, the working virtually framework fosters openness, builds trust with focus
on effective collaboration, sharing, transparency and empowerment.
 increasecommunication quality and success
 recognisebasic principlesand learn effective communicationtechniques
 delivera communication plan and understand communication channels
 discoverthe importance of trust
 develop and maintaintrusting virtual relationships
 use trust to encourage desired behaviours
 increaseknowledge of conflict types and styles
 understandthe causes of conflict
 manage conflict prevention and resolving techniques
 understandyour own preferences and your colleagues through the “Cultural Navigator”
 assess and recognize the impact of culture at work
 apply strategies for trusting relationshipsand effective collaboration
 know which tools exist for what purpose
 select the best tool fit for purpose
 learn to use tools for collaborationand achieve work objectives through tool use
 lead virtual teams and communities
 recognize the challenges, dynamics, necessary skillsand mindset of virtual leadership
 develop and foster effective communication and manage scheduled deliveries
 design and develop high performing virtual teams
 learn key characteristicsand types of virtual teams
 identifychallenges, key success factors and desired team behaviours
 understandcommunity types and learn key steps in a community lifecycle
 plan for successfulevents
 drive motivationand engagement of members
1

DYNAMICS IN VIRTUAL LEADERSHIP
 Lack of Identity and Commitment
 Lack of Trust
 Dependency on Technology
 Limited Face-to-face Contact
 Role Uncertainty
 Feel Isolated
 Mis-communication
 Working Situations
introduction
to Virtual leadership
21
 managechange
 foster collaboration
 communicate directions
 strengthen communication skills
 master tools and technology
 empower members
 open to diverse cultures
participative leadership
infuse team spirit and trust
shared vision and goals
provide clear feedback
create strongvirtual connections
balance trust and control
a good command of chosen working
language
LEADERSHIP CULTURE
LEADERSHIP TASKS
Relationship
One-on-One
Team
Representative
Leader-to-Team
Motivating
Coaching
Communicating
Feedback
Delegating
Developing
Monitoring
Representing
Deciding
Positioning

CHALLENGES IN DELIVERY MANAGEMENT
Inefficient processes may hinder the deliveries:
 Scope management
 Workload
 Project planning
 Reporting
 Resource allocation
 Stakeholder management
 Responsibilities
 Communication
 Risk management
effective
delivery management
22
COMMUNICATION
TRUST
CONFLICT
MANAGEMENT
TECHNOLOGY
Balance trust
and control
IMPORTANCE OF DELIVERY MANAGEMENT
ROLE OF A VIRTUAL LEADER
Align goals and
expectations
Set up tracking
mechanisms:
 Tracking Sheet
 Progress Report
STEP 1: STEP 2: STEP 3:
Manage communication, people and
risks:
 Deliverables Communication Plan
 People Plan
 Risk Management Plan

CHALLENGES IN VIRTUAL LEADERSHIP
Traditional leadership challenges are magnified
when working across time, space and cultures:
 Team identity & cohesiveness
 Trust establishment
 Relationship building
 Cultural differences
 Communication
 Team performance
VIRTUAL LEADERSHIP AND OTHER
VW TOPICS
http://culturalnavigator.t-systems.com
23
“WORKING VIRTUALLY” FOR SUCCESS
PRINCIPLES OF LEADERSHIP
Virtualleaders need to live the story,invest time in the team to develop high levels of trust,and use the
toolsprovided on demand,in manysituationsfor greater individual or team cohesion and success.
FIVEGUIDINGPRINCIPLES
 Customerdelight and simplicity drive our action
 Respect and integrity guide our behaviours
 Teamtogether – Team apart
 Best place to perform and grow
 I am T – Count on me
THREELEADERSHIPPRINCIPLES
 Collaborate
 Innovate
 Empower to perform
The working virtually frameworkprovides two types of tools to assist leaders to develop greater awareness and
understanding of their own and otherspreferences to assist individual and team performance:
Thetool can be used to enable you to
assess yourself, connect to people,
understand the dimensionsof culture
and helps you learn to build collaborative
interculturalrelationships.
Three learning plans have been designed
combiningresources in the Cultural
Navigatorand the on demand video
series:
1. Leadership
2. Team
3. Individual
 8 interdependent topics in focus
 35+ videos, 6-25 minuteslong
accessanytime, anywhere
 Englishwith German subtitles
 One pager summary for each
video
 Reflectionquestions to facilitate
individual or team reflection
 Pausethe video to allow time for
team reflection and dialogues
ON DEMAND VIDEO SERIES THE “CULTURAL NAVIGATOR”

VIRTUAL LEADER
AS A COACH
24
HOW TO COACH VIRTUALLY
COACHEE READINESS
 Spend time to develop trust
 Use communication skills
 Promote individual / team excellence
 Be aware of cultural differences
 Use conflict management techniques
WHY COACH
 Level the playing field
 Build up confidence and competence
 Promote individual / team excellence
 Develop high commitment to goals
 Produce valuable leaders
TOOLS FOR VIRTUAL COACHING
Handle
dissatisfaction
with the
coaching
relationship
Plan for
coachee’s
action and
agree on next
steps
Generate
responsibility
and work
through
obstacles
Raise
awareness of
hidden aspects
and understand
the background
Focus attention
and follow the
interest of the
coachee
What would be a successful
outcome of this meeting? / Tell me
more.
When you said it was challenging…what
did you mean?/ How are these different
aspects connected?”
What could you do? / Who can you ask
for support?/ What can prevent you
from doing this?
What can you do immediately?/ By when do
you think it is realistic to do these tasks?
How do you feel about our coaching relationship?/
What do you want to change in our coaching meetings?
A coachable person:
1. Is committed to change
2. Open to information about themselves
3. Open about themselves
4. Appreciates new perspectives
5. Aware of one‘s self and others

HEADLINE LOREM
IPSUM
INTRODUCTION
to TEAM DESIGN
DIFFERENT TYPES OF VIRTUAL TEAMS
 Organizationalteam is a unit of people that is structured
and managed to meet a need or to pursue collective goals
within the hierarchy
 Functionalteams are function-specific and are confined to
a specific area of the organization, for example Sales or
Delivery management
 Project or matrix teamscut horizontally across
organizational and geographical boundaries and
frequently have decision making authority
 Service teamscan be regarded as a specific type of
functional or project team, which is assigned to a particular
service such as customer support
 Management teamsare managers belonging to the same
company, located in different cities or countries
 Nearshoreand offshore teams are commonly used for
software development and outsourcing
VIRTUAL TEAM PYRAMID
Goals and Objectives:
clear purpose, team objectives
Processes and Procedures:
establish simple and efficient
ways of working both inside
and outside the team
Values and Relationships:
refers to agreeing on core team
values with relationships based
on openness, honesty and trust.
CHARACTERISTICS OF VIRTUAL TEAMS
17

Forming Storming
Norming
Performing
Performance
Time
Demotivated,nonewproducts--------Greatervalue,agility,simplicity,efficiency
4 PHASES OF VIRTUAL TEAM DEVELOPMENT
HEADLINE LOREM
IPSUM
CHALLENGES AND SUCCESS
FACTORS IN VIRTUAL TEAM
SUCCESS FACTORS
 Assemble your team for an initial face-to-face meeting
when possible
 Create structure and standards to manage the team
remotely
 Formulate a team vision and reinforce through interactions
 Break down team goals into smaller, short-term objectives
 Leverage tools and technology that enable communication
and collaboration
 Communicate with openness and honesty
 Develop mechanisms for building accountability and trust
 Apply good conflict management practices
 Give frequent praise for accomplishments and celebrate
team success
BEHAVIOURS FOR WORKING VIRTUALLY
GENERAL CHALLENGES
18
GeographicalDistance
Tools & TechnologyCulture
Working Situations
Independent, self-
motivated & disciplined
Culturally sensitive
Comfortablewith
complexityand uncertainty
Collaborative
Solution-oriented
Proactive and supportive
Active in building
relationships
Open to learning and
working with tools
Trustworthy, open
and honest

HEADLINE LOREM
IPSUM
SETting UP
A VIRTUAL TEAm (Part 1)
SETTING UP A VIRTUAL TEAM - STEP 1-4
Step5 is coveredin ‘Settingup your virtualteam (Part 2)’
1. Define purpose by creating an inspiring team
charter that supports the organization’s vision and
goals. It should contain the following questions:
 what the team does?
 who the team performs for?
 how the team does its work?
2. Set goals and objectives to reduce duplication
and align team effort to prevent conflict arising
 a goal or objective should be SMART : Specific,
Measurable, Achievable, Result-oriented, Time-
bound
CLARIFYING TEAM DESTINATION
19
3. Clear roles and responsibilities are important to
achieve successful outcome.
A virtual leader should clarify:
 the elements of each role
 clear roles and responsibilities
 team members understand their roles
4. Identify sponsors and stakeholders
A virtual leaders need to:
 perform stakeholder mapping to determine who is
most influential for the team and its deliveries
 understand sponsor and their needs
 ensure their buy-in and support for team success
LATENTS
High influence,
low interest
PROMOTERS
High influence,
high interest
APATHETICS
Low influence,
low interest
DEFENDERS
Low influence,
high interest
STAKEHOLDER MAPPING

HEADLINE LOREM
IPSUM
SETting UP
A VIRTUAL TEAM (Part2)
SETTING UP A VIRTUAL TEAM - STEP 5
Step1-4 is covered in ‘Settingup your virtual team (Part1)’
Agree on processes and procedures include:
1. Availability & reliability
2. Document management
3. Team external communication
4. Team internal communication
5. Integration of new team members
20
1) Prepare the new team member
2) Get your team ready
3) Pair up for success
Integration of new team members
 Core team and extended team
members
 Managingaccess rights
 Assigninga coordinator for external
communication
 Dealingwith multiple team
membership
 Handling conflict and giving
feedback
 Getting support
 Making decisions
 Reflectingprocesses &
procedures
 Core availability times
 Handling absence
notifications
 Information sharing
processes e.g. TSN, email
Team external communicationTeam internal communication
Availabilityand reliability
 Corporatecolors and style guide
 Folder structures and file naming
conventions
 Versionmanagement
Document management

COMMUNITY ROLES
 Sponsors are influentialrole models for topics who can
provide funding, possible resource and community
success
 Leaders are thought leaders, with passion and energy
to mobilize interest and energy for the community topic
 Supporters manage IT infrastructures,events, content,
and are social gardeners of online activities
 Core team members represent the core influence,
contentor knowledge stakeholders in a community
 Active members are recognised as practitioners and
define collectivelythe communitiesoverallscope
 Passive members are connected through common
purpose or a sustainedinterest in the topic, they tend to
listen, consume, enage based on opportunites
Introduction
to community Design
COMMUNITY TYPES
COMMUNITY LIFECYCLE PLANNING
30
Getting Started
Initiate Community
“Sunsetting” or reinventing
Building Momentum
Renewing Commitment The community lifecycle
describes the move from
community initiation and
nurturing through action and
onwards to commercial
benefit. The community
leader needs to develop their
community plan to move
through the lifecycle

focuses on activities that will activate and bring
your communityto life for effective collaboration
and best practice sharing
 Launch a predictable communications plan
 Activatemembersby teaching them to use the
community tools
 Set up your online space with a clear structure and
defined content categories related to the planned
community topics
 Launch your community officially
with either an online event or a face
to face event
 Measuring community activities,
outcomes and value-add in terms of
community objectives
INTERNAL PLANNING
 Establish a timeline plan to launch your
community
 Plan the creation of an online space
 Establish a draft communication schedule
 Draft community operational guideline to
discuss and gain agreements prior or on the
launch
 Discuss the potential of a kick off event
 Finally agree your plans with your community
Sponsor to ensure the community intention has
relevant business value
community
planning
INTERNATIONAL PARTICIPATION
31
CROSS BORDER
TEAMSKNOWLEDGE
FLOWS
CONNECTED
PEOPLE
DRIVE
DIVERSITY
INNOVATION
GLOBAL
COLLABORATION
1. Assess need for community
2. Identify and fill roles
3. Define objectives with core members
EXTERNAL PLANNING

 Funds for your event could be sourced from different
stakeholders
 Plan for community events in your annual budget,
approach community sponsors and stakeholders to
cover costs or think laterally and source funds from
other areas
 Include external parties that have a stake in your
community or benefit from the information or
knowledge generated within the community
 Consider pooling resources with other areas of the
business that your community interacts and
collaborates with frequently
STEPS FOR A SUCCESFUL EVENT
COMMUNITY EVENTS
 Communities succeed with predictable regular
interaction supplemented by online and ad-hoc
engagements
 Communities benefit from regular community
events that: are goal directed, have defined
agendas, are fit for task and available budget,
aim to increase member connectivity,
engagement and interaction
community
events
TYPES
FUNDING HINTS & TIPS
32

email overload, community leader overload, people
disconnected, revinventing, outdated information
connected people, timely relevant information,
collaboration, innovation, reuse
COMMUNITY MATURITY
START-UP
Push Engagement
 broadcasting news
 push out information
 distributionlist dialogue
 newsletterdistribution
 leader driven activities
 people do not know people
RAMP-UP
Push & Pull Engagement
 occasionalmemberengagement
 a few questions asked
 leader driven activities
 leader answers requests
 people know few people
 leader connects people
STEP-UP
Collaborative Engagement
 collaborativeways working
 communitydriven activities
 joint solutionsand deliveries
 cross country, org working
 memberstransparent to all
 member helps member
 leader inspires and enables
communities
ONLINE
COMMUNITY MEASURES
 Define and measure progress change or move community goals and targets
 Determine community maturity level
 Demonstrate value and return on investments
 Identify goals & objectives
 Identify measures & methods
 Gather data Analyse & report
WHY
 Content
 Communication
 Collaboration
 Best practice
HOW
WHAT
33

INTERCULTURAL AWARENESS
 helps us understand how people differ in terms of
nationality, experience, customs, values, gender,
education, language, norms and beliefs
 shows how these differences impact open and
transparent behaviours in a team or community
 encourages diversity of thinking, breaks down trust
barriers and fosters dialogue among team
members
 supports team commitment by reducing conflicts,
being more sensitive to cause and effect, and better
matching of employee roles and responsibilities
Link to access Cultural Navigator:
http://culturalnavigator.t-systems.com
 ASSESS: your own cultural preferences and identify
opportunities for improvement
 CULTURE: inform yourself with business facts and
cultural information needed to be successful when
working across borders
 CONNECT: with your colleagues to share insights,
compare your cultural preferences and exchange
opinions
 LEARN: through recommended learning path to
complete sequenced activities, and review your
progress along the way
CULTURAL NAVIGATOR TOOL FROM TMC/BERLITZ
Introduction
to intercultural awareness
11

BEHAVIOURS FOR BUILDING A TRUSTING VIRTUAL TEAM CULTURE
 Respect your teammates
and their contributions
 Practice team together –
team apart
 Role model inclusive
behaviours
 Be predictable
 Be culturally sensitive
 Communicate openly and
honestly
 Role model inclusive
language
 Deliver on your commitments
 Set the tone
 Create stories
Building
trust
Supportive leadership
Correct use of tools & technology
Createsocial time & space
Kick-off meeting
Creation of shared
understanding
Behavioural contracting
Clear processes & procedures
Clearly defined team roles &
responsibilities
TOOLS FOR BUILDING A TRUSTING VIRTUAL TEAM CULTURE
26

Let go and move
forward
STEPS FOR REVIVING BROKEN TRUST
Reframe the
experience
Observe and
acknowledge what
happened
Take
responsibility
Provide
support
Practice
forgiveness
Allow feelings
tosurface
DIAGNOSING TRUST BREAKDOWN
 Disrespectful behaviours
 Assuming negative intent
 Communication issues
 Unmet expectations
 Ineffective leadership
 Poor performance
 Lack of collaboration
TRUST BUILDING BEHAVIOURS
 Be descriptive
 Don’t assume
 Exhibit equality
 Reduce superiority
 Be empathic
 Use appropriate emotion
 Be flexible
 Adopt a solution orientation to
problems
maintaining
trust
m28_v2

 Tools & Technology: A variety of communication,
collaboration and knowledge management tools are
used to achieve effective outcome in virtual working
 Relationships: Building relationships, cohesion and
trust is key for effective virtual communication
 Working Situations: diverse working situation creates
contexts, which may prevent shared understanding
and lead to conflict if not made transparent
 Geographies & Culture: Different geographies, times
zones, languages and cultures can lead to challenges
in virtual communication and coordination
introduction
to communication
Show interest
in others’ views
& values
Effective
Communication
behaviours
Be energetic &
inspiring
Address
negative issues
openly
Focus on
results & take
responsibility
Ask, share &
reuse
Be open to
change &
improvement
put yourself in the position of the
counterparts to understand how
they think, feel and need
shape the conversation
actively, create a positive
atmosphereand use factsand
logic
deal with conflict proactively
and focus on joint goals and
solutions
formulaterealistic and attainablegoals,
define clear measurementcriteria and
request feedback on a regular basis
createa harmonious and constructive
working atmosphere, and foster
collaboration instead of starting
something new alone
be open to feedback, and take
accountability of your personal
development
FACTORS IN VIRTUAL COMMUNICATION
EFFECTIVE COMMUNICATION BEHAVIOURS
12

 Internal noise: occurs inside of the sender or
receiver
 External noise: is what occurs outside of the
sender or receiver
 Cultural noise: is a result of differences in culture
which influence a person’s communication style
 Semantic noise: is the different meaning or
interpretation of a communication
ChannelSender ReceiverMessage
Noise
VIRTUAL COMMUNICATION PROCESS
 Assumingunderstanding means you assume you are
understoodwithout asking questions to test understanding
 Filteringand judging means you only hear what you want
and turn down opinion of others before explanations and
reasoning
 Closed questions limit full exploration of ideas and
opinions
 Credibilitygap occurs when things are said without
commitment or providing sound arguments that reduce
trust.
 Poor listening and multitasking means not being present
or listening, may result in multitasking, or vice versa
 Emotionsand attackingthe individual when negative
emotions impact relationships to cause conflict
 Management support has huge impact on
communication success
TYPE OF NOISE
GENERAL COMMUNICATION BARRIERS
Barriers
in communication
13

CLOSED QUESTIONS ARE GOOD FOR:
 Opening questions in a small talk conversation
 Testing understanding
 Positive or negative frame setting
 Concluding a discussion or making a decision
OPEN QUESTIONS ARE GOOD FOR:
 Developing an open conversation and opening
up silent people
 Finding out more details, opinions and feelings
 Building a good relationship
ORDER OF QUESTIONS
1) Questions
about facts
2) Questions
to enquire the
surroundings,
effects& reasons
3) Questions
to find solutions
and to create
commitment
Paraphrase
to restate facts in other words
for clear understanding
Validate
to show interest and
connectemotionally
Clarify
gives others the
opportunityto express
understanding and to
reduce the probability of
misunderstanding
Summarize
when the counterpart loses
focus slightlyin long
conversationand to capture
intermediateresults and key
points
CREATE SHARED
UNDERSTANDING
ACTIVE LISTENING
14

OPENING PHASE - WELCOME
 Relationship-building
 Setting the scene
 Stating objectives
CLARIFICATION PHASE – ACQUIRE
 Questions & active listening
 Understanding the situation
 Appreciation, respect
 Credibility
 Brainstorming
CLOSING PHASE – PART
 Capture outcomes and agreements
 Create commitment
 Define next steps and measurement
structuring
conversation
Opening Welcome
Clarification Acquire
Debating Supply
Closing Part
DEBATING PHASE - SUPPLY
Delegating Tasks WHEN?
WITH WHAT?
HOW?
WHO?
WHY?
WHAT?
15
Structuring Conversation
 Introduction
 Argument
 Example and contra-argument
 Conclusion
 Closing and Call for action

WHAT to communicate:
 Goal/focus: is the desired result that a
communication strategy commits to achieve
 Key messages: refer to the core information you want
people to absorb and to understand
 Call to actions: refer to actions to be taken in order to
meet desired outcome
WHO to communicate:
 Recipients: are your communication stakeholders,
whom you want to inform or influence
 The Sender: refers to people who actually send out
the information
 Responsible person: refers to people who
implement the task
HOW to communicate:
 Push communication: refers to send information to
specific recipients
 Pull communication: means information that’s
available for being proactively retrieved by the
audience
 Interactive communication: means a back-and-forth
engagement, which allows two-way communication
WHEN to communicate:
 Send date: refers to set publication dates for your
content
 Draft deadline: allows sufficient preparation time for
drafting a communication activity
 Follow-up status: refers to regularly update your
communication plan
writing
a communication plan
16

INTRODUCTION TO
CONFLICT MANAGEMENT
IMPACT OF CONFLICT
CHANGE
INNOVATION AND
CREATIVITY
WASTED
RESOURCES
DECREASED
PRODUCTIVITY
EMPLOYEES
LEAVING
IMPROVED
COMMUNICATION
STRONGER
LEADERSHIP
5 CONFLICT STYLES
accommodating
collaborating
avoiding
competing
compromising
co-operative
assertive
LOW
LOW
HIGH
HIGH
CAUSES OF CONFLICT
 conflicting styles
 poor team formation
 low levels of trust
 ineffective communication
 unclear roles and responsibilities
 conflicting goals and roles
 personal and professional diversity
negative positive
RelationshipConflict Task Conflict Process Conflict
negative
impact
out of
control
innovative
solutions
UNDERSTANDING CONFLICT
27

 Task or people
 Big picture or detail
 Introvert or extrovert
 Proactive or reactive
 Options or procedures
 Self or society
 In time or through time
 Casual or formal
 Confrontation or harmony
CLEAR COMMUNICATIONS
preventing
CONFLICT
BEHAVIOURS CAUSING CONFLICT PRE-EMPT SIGNS OF CONFLICT
negative
impact
out of
controlinnovative solutions
hostility amongst
individuals
annoyance
low morale
poor team performance
silence
withdrawal
disagreement on how
to complete a task
disagreement on
assignment of resources
frustrations with
processes and tools
team disagreements
on task
disagreement on
strategies
unclear scope of
tasks
conflicting loyalties
between projects and
tasks
Task Conflict
ChannelSender ReceiverMessage
Transmitted
 Avoid “you” statements
 Focus on behaviours, not
employee
 Focus on actions, not intent
 Be descriptive and specific
RecEIved
 Practice active listening skills
 Be virtually present and take part
 Use short summaries of key points
UNDERSTAND
 Ask open and closed questions to clarify points
 Ask for specifics to find out more detail
28

 Communicate during conflict
 Adopt positive intent
 Set ground rules before discussing
 Agree best time, medium and place
 Discuss
TOOLS FOR CONFLICT
resolving
CONFLICT
UNDERSTAND CONFLICT RESOLVING CONFLICT
negative
impact
out of
controlinnovative solutions
create team on-boarding
virtually
team decision making
empowerment
effective virtual
communication
decide and/or accept
processes and tools
org chart with
photographs
roles of members with
clear explanation from
the start up
clear authority levels and
escalation processes
explain the agreed
tasks, limitations and
opportunities
Task Conflict
 Types and its cause
 Styles and their impact
 Cultural preferences in relation to
profession, organization and
nationality
GROUP/TEAM/ONE TO ONE CONFLICT
 conflictsinvolving multiple members hold one to one conversations , relay joint findings to the team
 one to one conflict joint project for conflicting members
 incompatible work processes team brainstormingto build agreed common processes
 team membershave unequal access to information online workspace
 isolationand disengaged face to face meeting,use webcams
 people defocused from the team goals establish dashboard and action tracking in an online workspace
 side discussions and political agendas stick to team agenda and operating agreements
 memberwithdrawal team role and responsibility planning
 differentlanguages establish a commonlanguage for activities
 unresolved conflict third party mediation
29

BARRIERS IN USING TOOLS
Virtual workersneed to be prepared for the impactof working across timezones and global borders
Communication – language differences and lack of
none verbal cues impact communication
Social – difficulty establishing rapport and trust
over distance
Time and distance – time differences and
distance impact how we work
Technology – technical inequality (availability,
access and bandwidth) create different working
situations
Intercultural awareness – different cultural
backgrounds bring differing technical skills, different
styles of work and cultural diversity
USE THE RIGHT COMBINATION OF TOOLS
 Collaboration tools: establish network
connectivity, transparency and virtual
relationships that allow us to share explicit and
tacit knowledge
 Communication tools: enable realtime events,
webconferencing, messaging for building
relationships that allow us to share tacit
knowledge
 Content tools: enable us to build and share
explicit knowledge in a structured way
Content
Tools
Communication
Tools
Collaboration
Tools
VALUE
DIFFERENT TOOL USES
Tacit
knowledge
(experience,
know-how,
insight)
Explicit
knowledge
(documented,
stored)
Tools and Technology
in working virtually
2

WHAT IS TSN?
WHY USE TSN
The Telekom Social Network :
 is our group-wide enterprise social tool for
all company employees around the world
 allows users within in organisation to
interact online with each other and create
and share content
Telekom Social Network
https://tsn.telekom.de/
Increased flexibility
Increased speed & efficiency
Collaboration Improved knowledge management
Transparency
Communication & networking
increaselevel of transparency
in our work processes and
tasks by working in a more
open and honest way
allows communicationand
networking at all levels and
facilitatesmore relevant
discussionsaround industry
topics
content, information and decisions
can be discussed, organized
collaborativelyonline. Share, re-use
and leveragebest practices from
different countries
TSN is available 24/7 enabling
instantavailability of all posted
contentand information across all
time zones
be able to search and find
contentand internal experts
more quickly
increaseour level of explicit
knowledge by content sharing;
expand our tacit knowledge or
know-how by engaging in
discussionsand conversations
Introduction
to TSN
3

GUIDELINE FOR TSN ETIQUETTE
How to communicate
on TSN
Customer delight
drives my action
Be sensible
Maintain confidentiality
Be prompt Get clarity
Respect and
integrity guide my
behaviour
Team
together –
Team apart
Best place
to perform
and grow
I am T –
Count on me
TIPS FOR WRITING ONLINE COMMUNICATION
 Consider English as a standard
 Apply basic rules of grammar
 Write in a friendly but professional tone
 Keep messages or blogs short and to the point
 Provide value with relevant, interesting content
 Engage the reader
 Post relevant links to the associated information
and topics or tags
 State clear actions and importance
 Read other contributions
WHY AND WHEN TO USE TSN
4

CREATE A GROUP ON THE TSN
Clickon “create” and then select “group” from the drop
down menu:
 enter the “group name” and “group description” which
willbe visiblein the TSN
 select “advanced options “ to define type of group,
content and privacy settings
 select “open group” type if you want membershipto be
open for anyone to view or participate or
 select “private group“ type for memberonly viewing and
particpation
 Selectwhich “group features” you want enabled in your
group for example, blog, documents, discussions
 “Tag” your group with relevant tags to make it searchable
 Finallyclick“create group”
TSN FOR ADMINISTRATORS
- BASICS
5
 Change the role of a memberin a group, for
example from a memberto an adminstrator. An
administratorhas the same rights as a group
owner
 Ban, disable or delete membersin a group
 Invitemember s to a group:
Click“invite”
Type “the name” of the person to inviteif
already a TSN member or
Send “an email”with a personal note to the
person to invitethem to join
Wait for the person to accept
The TSN is an internal networkingtool therefore it is
not possible for people outside of Telekom to join.
MANAGE GROUP MEMBERS

ADMINSTRATORS IMPORTANT ROLES
 MANAGE TSN community or group infrastructure
and members
 MEMBER SUPPORT through encouragement of
new or passive members, sharing knowledge on
TSN use and providing direction in the way we
work through example and providing guidelines
 MANAGE CONTENT online and ensure that it is
relevant and up to date
 ONLINE COLLABORATION to encourage
member interaction and to create an online
relevant collaborative space
Tsn for administrators
- advanced
6
MANAGE
TSN
MEMBER
SUPPORT
CONTENT
MANAGEMENT
ONLINE
COLLABORATION
CREATE A SUBGROUP STRUCTURE
3 Link
subgroups
using the
Groups Widget
1
Create main
group as usual
2 Create
subgroups with
the same unique
identifying tag
 Createyour “main group” as usual, then create subgroups”
using the same unique identifying tag
 “Link” the subgroups to your main group. From the main
group select “manage” and then “overview page”
 Selectthe “places“ widgets and then the “groups widget”
function
 “Drag and drop” the widget onto your main group page
 Customiseyour widget on the drop down “widget options”
 Enter the “number of subgroups” to be displayed and enter
the “unique identifying tag” of your subgroups.
 Select“save properties” and remember to save your changes
by selecting “publish layout”
Tasks on TSN are:
 Deliverables or small pieces of work
 Stand-alone activity or allocated to a project
 Self-createdor assigned to others
 Statusindicators : “to-do” or “completed”
Tracking tasksensures:
 Discussions and questions are closed off
 Requests are fulfilled and feedback is
given or received
 Actions and commitments
are followed through
 Member effectiveness and
group efficiency is enhanced
ASSIGN AND TRACK TASKS

Express a point of view;callsomethingto
others' attention;make a proposal to get
feedbackfrom others; ponder an idea
Ask the communitya question; ask for
suggestions;make a short observationor
assertionto get feedback; report a problem
Createevents and inviteothers
Createa group
Letpeople know what you’re doing or
thinking
Createand allocatetasks
Keep track of your favorite content by bookmarking any
content
Uploaddocuments from outside of TSN, view a
previewof the uploaded document, navigate
through the document's pages; make comments
insidethe document
Collaboratewithothers on a singledocument;
capture informationthat should be availablefor a
while;createa report, agenda, or meetingnotes.
Send message only to specific people
Easily share photos with the rest of the community by
uploading photos ; photos are organized within albums
Focus collaboration through shared goals and a time
frame. Through a project people collect ideas, content,
and goals and act on them toward the target date you set.
Survey 7 – 1000 TSN on a subject
CREATING CONTENT ON TSN
NAVIGATING THROUGH TSN https://tsn.telekom.de/
Always takes you
back to your home
screen
Allows you to see,
findand create all
types of content
Search and browse
all people with TSN
profiles
Search and browse all
groups,projects and
spaces
Entertext to find content,
people or places
Access your
personal settings
See recent activity and create
content
See recent activity and
news
See and filter content or
people you are following
Create and see custom
streams
Communication
Notificationsand tasks
Interactive TSN guide
Invite colleagues to TSN
Enables you to create all kinds
of content
System announcements
Linksto your groups , support
contact informationand guides,
conditions of use
tsn functionality
cheat sheet
7

GETTING STARTED
 Login at: https://t-systems-en.webex.com. Assign your profile
pin and initialiseyour MS Outlook plug-in and also to install
your productivity Tools
SCHEDULING A WEBCONFERENCE
 Schedule webconferencesdirectly from the portal by
selecting“Schedule a meeting” in the “Meeting centre”
toolbar
 Open your Outlook calendar and schedule a new meeting.
Enter participants, data, time and subject select "Add WebEx
Meeting“. Enter your required meeting information in the pop-
up screen
 Schedule ad-hoc or ‘One-Click Meetings’ either from Outlook
or the one-click productivity tool. Select the relevant option
and then forward the pop-up email to the relevantparticipants
HOSTING A WEBCONFERNCE
 View all planned meetings in “My WebEx” > “My meetings”in
which you are the host. Select “start” to begin the
webconferenceand follow the prompts
 Mute participants during large webconferences to
avoid distractions
ATTENDING A WEBCONFERNECE
 Selectthe link in your invitation and then click on the “Join" button
 Once the web conference has started, a message box will appear with the dial-in number, meeting ID and participant ID for
dialling into the audio conference.Should you not have accessto the participant ID, simply press the number sign(#).
Participantswithout web access can still use the dial-in data in the invitation
 Check your ‘Junk Mail’ if you do not receiveyour pop-
up email
HINTS & TIPS
 Ensure you allow external attendees
 Select‘No Tone’ to not signal participants entry and
exit if you have a large conference
 Save your emailbefore sending to view dial-in details
HINTS & TIPS
HINTS & TIPS
 Themoderator uses the control console in the WebEx meeting
center for hosting purposes
WEBCONFERENCES
BASICS
8

PLANNING YOUR WEBCONFERENCE
 Establish clear goals and objectives and be clear on what
you want to achieve
 Create a detailed agenda and assign ownership
 Schedule your webconference including agenda details
and technical information
PREPARING YOUR WEBCONFERNCE
 Prepare your content
 Prepare yourself
 Prepare your equipment
HINTS & TIPS
 A moderator is helpful in large, technicallychallenging
or high level events and can provide presenters with
introductions, technicalsupport, facilitationand other
on-air tasks
 Be mindfulof timedifferences – you might need to
scheduletwo slots for different timezones
HINTS & TIPS
 Create visuallyinterestingslides
 Create a back-up plan to mitigaterisk
PRESENTING YOUR WEBCONFERNCE
 Eliminate environmental distractions
 Set up your virtual environment and share your slides
onscreen before participants join
 Request feedback and create opportunities for interaction
 Make use of the available whiteboard, annotation, poll and
chat functions to encourage interaction and collaboration
 Be clear on follow up expectations
HINTS & TIPS
 Speak slowly and clearly to promote understanding
 Avoid having more than one person speaking at a time
as this causes confusion
 Ask speakers to identifythemselves
AFTER YOUR WEBCONFERENCE
 Distribute content or information after your web conference
 Distribute or post minutes online if necessary, stating the
status of each agenda item, any follow‐up items, and calls
to action.
 Respond to participants who requested additional
information or submitted questions you couldn’t answer.
 Use feedback to improve your preparation and delivery
going forward.
HINTS & TIPS
 Act quickly after the completionof your
webconferenceto ensure successful follow-ups and
callsto action
WEBCONFERENCES
ADVANCED
9

HOSTING A WEBCONFERENCE
ATTENDING A WEBCONFERENCE
End your desktop
approval
‘pause’ the screen
sharing
After desktop approval, the green tab is displayed in the
middle of the top edge of your screen with the header “You
are sharing this monitor.” The control console opens if you
hover your mouse over the green area
Assign further rights
to other participants
Draw and allow
participants to draw
on shared document
Make notes or to
record details of
the meeting
Select which applications
or files are to be shared
with other participants
Allows
participants to
exchange written
information
See the list of
all participants
See audio details for
the conference
Chat with all or nominated participants
View all conference participants
Make notes during
your conference
Activate webcam
Moderator role change
Add another
participant,, or
remind invited
participants
Open a ‘New Whiteboard’ for
annotations during your
conference
Recording" is disabled for security reasons
Click to allow all participants
to be able to view your
desktop or choose a dedicated
document to share
End your meeting
Click to see the conference
credentials.
Chat window to send all or
some participants a message Select message
recipient for the
chat
WEBCONFERENCES
functionality cheat sheet
10

WHY USE SHAREPOINT
SHAREPOINT:
 is a Web-based platform that allows for the
online storage and sharing of content
 consists of a collection of team collaboration
websites
Introduction
to SHAREPOINT
m8_v2
Content Management
Team Productivity
Collaboration
Integration
SITE OWNER
with full
access
CONTRIBUTOR
or Member
READERDESIGNER
can create additional sub-sites, manage site security, set
up permissions, control site configurations
can view, add, update,
delete, approve, and
customize the site
upload, download, edit
documents, edit and
create pages
only permitted to view
information
Start Here:
http://it.telekom.de/dtag/cms/content/ITT/de/2676568
online content
storage
information
sharing
Discussing
content
Coordinate
projects
Synchronising
Schedules
VERSIONING
CONTROL
ROLES

USE SHAREPOINT TO:
 create and manage team spaces to enable
collaboration
 manage site security to ensure the confidentiality of
content
 set up user permissions to ensure the right access is
granted to the right people.
 control site configurations for the efficient operation
and the desired appearance
sharepoint for administrators
-basic
m9_v2
manage site
security
controlsite
configurations/
look & feel
set up
permissions
create and
manageteam
spaces
HOW TO CREATE A TEAM SITE IN SHAREPOINT
Select “Site ActionS” -> “new Site”
type in “title”, “URl
nAme” foR yoUR teAm
chooSe “teAm Site” templAte
Clickon
“Create”

SHAREPOINT:
 supports collaboration and information sharing
within teams and across organizations
 enables virtual team members to easily stay informed
and be connected throughout a project or around
specific topics
 provides possibilities for permission setting and
managing confidentiality
 allows comprehensive site configuration for effective
operation and managing site appearance
sharepoint for administrators
-advanced
m10_v2
HOW TO USE MEETING WORKSPACES
COLLABORATE
CONNECT
sHARE
click on “cAlenDAR”
ActivAte “cAlenDAR tool”
then, Select “eventS”
clicKon “new event”
Fill in and
“SAve” event
INFORMATION
Select “woRKSpAce
templAte” AccoRDing
to meeting purposes
tick the box to create a workspace for
managing attendees, agenda and
documents when needed
managing the
workplace to prepare
for event
Create the
event

WHAT IS QBASE?
 enables best practices sharing, collects lessons learned,
reuses expert knowledge and experience
 includes abilities for the flexible hierarchical structuring
of subject areas, involving the use of labels/tags and
metadata
 create a knowledge network, by linking the knowledge
content to authors and contact persons
 provides the basis for improved delivery capacity,
efficiency, quality and standardization of our work
 is for all T-Systems employees with WIW account –
freelancers (external contractor) have restricted access
 URL: https://qbase.t-systems.com/
INTRODUCTION TO
QBASE
m11_v2
QBASE Knowledge Reuse Lifecycle
BASIC QBASE FUNCTIONALITIES
shows name of original author , name of
last editor, change history, comments
editing title
Clickingon the arrow to
show or hide other
important content
the QBase areas represent classificationsof
content withinQBase accordingto business
topics insteadof organizationalunits.
content can be added with the
‘Create’ button.
clickon the globe to change the
systemlanguage
Additionalfunctions
under "Tools"
perform search
withinthe QBase
To optimize the screen working area, the left
navigation bar can be minimized or collapsed.
Page tree displays the hierarchy of the current page
with its respective parent, sibling and child pages..

Working Virtually Self
Print Marketing Pack
HTTPS://TSN.TELEKOM.DE/DOCS/DOC-132841

HEADLINE LOREM
IPSUM
Marketing PACK
for WORKING virtually
The marketing pack provides:
1. Working Virtually posters and handouts for self printing
2. recommendations for print size and paper weights
3. link to the relevant video associated with each poster (see
electronic version online)
4. download the zip file from the Working Virtually Community
5. watch the Introduction to Working Virtually video for more
information

 Poster Download
 Video:
Tools and Technology in Working
Virtually
• Poster Download
• Video:
InterculturalAwareness
 Poster Download
 Videos (3):
Webconferences Basic and
Advanced
 Poster Download
 Videos (4):
TSN Basics and Advanced
• Poster Download
• Linkto CulturalNavigator
• Poster Download
• Linkto CulturalNavigator
Working Virtually Posters For Self Printing
 Poster Download
 Video:
PreventingConflict
 Poster Download
 Video:
Introductionto Conflict
Management
 Poster Download
 Video:
Resolving Conflict
Conflict
Management
Tools and
Technology
Intercultural
Awareness
Posters: Suggested Print Size: Poster A2 (42.0 x 59.4cm) or larger, with 130 to 170 gsm hard paper
1

 Poster Download
 Video:
MaintainingTrust
 Poster Download
 Video:
Setting Up A VirtualTeam (Part1)
• Poster Download
• Video:
BarriersIn Communication
 Poster Download
 Video:
IntroductionTo Trust
 Poster Download
 Video:
BuildingTrust
 Poster Download
 Videos:
Setting Up A VirtualTeam (Part 2)
 Poster Download
 Videos:
Challengesand Success Factors in
VirtualTeam
• Poster Download
• Video:
Create Shared Understanding
• Poster Download
• Video:
StructuringConversation
Trust
Virtual Team
Design
Effective
Communication
2

 Poster Download
 Video:
VirtualLeader as A Coach
 Poster Download
 Video:
CommunityOnline
 Poster Download
 Video:
IntroductionTo VirtualLeadership
 Poster Download
 Video:
VirtualLeadership and Other WV
Topics
 Poster Download
 Videos:
Introductionto CommunityDesign
 Poster Download
 Videos:
Introductionto CommunityDesign
Wallet Card: Suggested Print Size 9.7 x 7.2 cm,
double sided, with 300-350 gsm hard paper
Working Virtually
Topics Overview
Virtual
Leadership
Community
Design
Poster Download
Download
3

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