This document discusses keys to making virtual communication work. It begins with an overview of communication challenges in general and for virtual teams specifically. It then provides tips for virtual teams such as establishing clear standards and norms, developing team charters, communicating vision and goals effectively, understanding different communication styles, and using structures like TREOA for presentations. The document concludes with references for further resources on virtual team management.
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Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
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Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id
-> help.mbaassignments@gmail.com
or
call us at -> 08263069601
Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
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Gilbert.jonathan
1. Keys to Making
Virtual
Communication
Work
Jonathan Gilbert, PMP
Director of Client Solutions
ESI International
www.esi-intl.com
Used with Permission
2. Our Agenda Today
Communication – in general
Virtual Communication
Tips and Resources
building talent, driving results 2
3. Discussion
From your perspective, what are the top challenges
you face, right now, in leading a virtual team.
building talent, driving results 3
4. What are our rules of engagement for
today’s discussion?
building talent, driving results 4
6. Why does communication
matter so much?
Idea of the need to communicate well is
not new!
Communication is the grounding skill for –
– Facilitation
– Collaboration
– Influencing
– Relationship building
– Team building
– Negotiation
– Conflict resolution
– Customer relationships
– And more…
building talent, driving results 6
7. Communication is also the
cornerstone skill for –
Business Analysts
– Eliciting requirements
– Listening
– Facilitation
Program Managers
– PMI’s Exam Specification includes many
communication-oriented skills
Project Managers
– Gaining buy-in
– Managing customer expectations
– Presenting to stakeholders
building talent, driving results 7
8. What the Experts Say
Poor communication was 75% of IT decision makers Of the Top 10 Knowledge
the #1 cause of project described communication and Skills Expected to
failure in COMPTIA poll. skills as “very important” to Increase in Importance Over
their hiring decisions in the Next Five Years:
2007.
#3 – Teamwork and
Collaboration (74.2%)
- CompTIA, 2007 - Forrester, 2007 - Creativity and Innovation 2007
building talent, driving results 8
9. Communication
Communication is the transfer of information between people and the
attachment of meaning.
= Shared meaning
and desired
outcome
High-impact communication is clear communication directed at a target
audience that achieves its purpose by producing desired outcomes.
building talent, driving results 9
10. Communication Filters
What is a filter? Anything that interferes with the message
Primary filters in communication
– Memory
– Context
– Content
– Style
building talent, driving results 10
12. Virtual Teams
First, let’s take a look at the
definition …
Virtual Teams
“A group of persons with a shared
objective who fulfill their roles with little or
no time spent meeting face to face.”
building talent, driving results 12
13. What the Research Tells Us
About Virtual Teams
Greater access to global talent Conflict can go underground and
Greater work-life balance for some escalate rapidly
employees It is tougher to evaluate individual
Geographically dispersed members performance
Multiple cultures (visible/hidden) Effective use of technology is
Clear goals and standards are even essential
more critical Relationships take more time and
Communication/trust is the number effort
one issue It is tougher to implement change
Employee development and
mentoring must take on a new form
building talent, driving results 13
15. Team Standards
“ Standards/goals without consequences
“
are merely suggestions.
building talent, driving results 15
16. Establishing Team Standards
and Norms
Keep in touch with other team members.
Check your voicemail every day and return calls within 24 hours.
Check your email every day and respond to messages within 24
hours.
If you are going to be out of the office, let other people know and
leave a message on your voicemail — an “out of the office alert.”
Email messages are to be used for updating and exchanging.
information only. There are to be no surprises over email about
problems. Interpersonal issues are not to be resolved using email;
use the telephone or a face-to-face meeting.
building talent, driving results 16
17. Establishing Team Standards
and Norms (cont.)
Send an agenda out 48 hours in advance of the meeting.
Be on time for video conferences, audio conferences and other
meetings.
In video conferences or audio conferences, keep the mute button
on when not speaking.
Take breaks every 60 or 90 minutes during audio conferences
and video conferences.
Do not interrupt others in meetings.
At the end of each meeting, evaluate how the team performed,
abiding by team norms.
building talent, driving results 17
18. Establishing Team Charters
That Include…
The mission and scope of the team
Standards for team behavior and team
processes
Clear understanding of individual
accountabilities and use of “responsibility
charting”
Effective use of technology
Development of an external communication
plan to key stakeholders
Success measures that everyone
understands
building talent, driving results 18
19. Communicating the Vision
and Goals
Make it simple to communicate and easy
to remember
Paint a picture using examples or
analogies
Present the vision in multiple forums
Repeat the message; according to
Hallmark, people need to hear it seven
times
Connect each employee’s work to the
over-arching goal
building talent, driving results 19
20. Communication Filters
One way to ensure messages are
received correctly is to understand
your communication style.
To capitalize on your communication strengths
To improve your ability to communicate with
people who have different communication
styles
To recognize when a miscommunication
occurs due to style, not content
building talent, driving results 20
21. Communicating with…
Direct Spirited
Bottom line Persuasive
Speaks forcefully Big picture
Presents strongly Motivational
Systematic Considerate
Precise Supportive
Concise Trust and harmony
Speaks efficiently Listens well
building talent, driving results 21
22. Communicating with…
Direct Spirited
Focus on their goals and objectives Focus on opinions and inspiring ideas
Keep your relationship businesslike Be supportive of their ideas
Argue facts, not personal feelings Don’t hurry the discussion
Be well-organized in your presentations Engage in brainstorming
Ask questions directly Be entertaining and fast-moving
Speak at a relatively fast pace Allow them to share their ideas freely
Systematic Considerate
Focus on facts, not opinions Focus on your relationship
Be thorough and organized Be supportive of their feelings
Provide written evidence when possible Make sure you understand their needs
Be systematic in your presentations Be informal
Avoid gimmicks Maintain a relaxed pace
Allow time for analysis Give them time to build trust in you
building talent, driving results 22
23. Summary: Styles and Tips
Direct Spirited Considerate Systematic
Verbal Decisive Expresses opinions Listens Focuses on specific
readily details
direct speech close, personal
generalizes language precise language
doesn’t stop to say hello
persuasive supportive language avoids emotions
Paraverbal speaks quickly lots of voice inflections speaks slowly little vocal variety
loud tones animated soft tones brief speech
formal speech loud tones patient speech even delivery
Body Language direct eye contact quick actions gentle handshake poker face
firm handshake lots of body movement likes hugging controlled
movement
bold visual appearance enthusiastic handshake slow movement
avoids touching
Personal Space keeps physical distance cluttered workspace family pictures in a strong sense of
workspace personal space
displays planning personal slogans in
calendars in work space office likes side-by-side charts, graphs in
seating office
work space suggests likes close physical
power space carries sentimental tidy desktop
items
building talent, driving results 23
24. A Powerful “Opener”
TREOA
Topic: What is the problem, issue, or opportunity you are addressing?
Recommendation: What is your general recommendation?
Evidence: What evidence do you have that supports the topic and your
recommendation?
Outcome: What outcome will the audience realize from this recommendation?
Action: What specific action do you want this audience to take?
building talent, driving results 24
25. References
Teams That Click, from The Results-Driven Manager series
The Distance Manager: A Hands-On Guide to Managing Off-Site Employees and Virtual
Teams, by Kimball Fisher and Mareen Duncan Fisher
Remote Working: Linking People and Organizations, by David Nickson and Suzy Siddons
The I in Team, by Susan K. Gerke and Linda V. Berens
Mastering Virtual Teams, by Deborah L. Duarte and Nancy Tennant Snyder
Leadership At A Distance, edited by Suzanne Weisband
building talent, driving results 25