The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.

1. Global
Virtual
Teamwork

2. Roadmap
1 Achieving virtual team collaboration
2 Generating team spirit
-Cooperation & Convergence
Global
Virtual Teams
3 Being inclusive
-Cultural Intelligence
4 Synchronizing
-Coordination & Communication
5 Leveraging expertise
-Capability
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3. What makes virtual collaboration difficult?
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4. Overcoming the barriers
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5. The 6C framework
Trusting relationships
Supporting alignment Isolation

Engagement
Synchronized workflows
COOPERATION
Leveraging expertise
Shared understandings
Being inclusive Successful
GVTs
Confusion Fragmentation
 
Clarity CAPABILITY Cohesion
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6. Roadmap
1 Achieving virtual team collaboration
2 Generating team spirit
-Cooperation & Convergence
Global
3 Being inclusive Virtual Teams
-Cultural Intelligence
4 Synchronizing
-Coordination & Communication
5 Leveraging expertise
-Capability
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7. Cooperation & Convergence: Mindsets
COOPERATION
We help each other
Mindsets
We pull in the same direction
CAPABILITY
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8. Take away | Cooperation
Key team member responsibilities
How 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
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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
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10. Take away | Convergence
Key team member responsibilities
How 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
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11. Roadmap
1 Achieving virtual team collaboration
2 Generating team spirit
-Cooperation & Convergence Global
Virtual Teams
3 Being inclusive
-Cultural Intelligence
4 Synchronizing
-Coordination & Communication
5 Leveraging expertise
-Capability
© Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 11

12. Cultural intelligence: Mindset
COOPERATION
Mindsets We play well together
CAPABILITY
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13. The TMA Worldprism™
RELATING
REASONING
REGULATING
CULTURAL LENS
History Geography Language Religion
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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
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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. Roadmap
1 Achieving virtual team collaboration
2 Generating team spirit
-Cooperation & Convergence
Global
Virtual Teams
3 Being inclusive
-Cultural Intelligence
4 Synchronizing
-Coordination & Communication
5 Leveraging expertise
-Capability
© Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 16

17. Synchronization: Mindsets
COOPERATION
We work together
Mindsets
We pay attention to each other
CAPABILITY
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18. Coordination: Mindset
COOPERATION
Mindsets
We work together
CAPABILITY
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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
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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
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21. Communication: Mindset
COOPERATION
Mindsets
We pay attention to each other
CAPABILITY
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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. Take away | Communication
Key team member responsibilities
How 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. Roadmap
1 Achieving virtual team collaboration
2 Generating team spirit
-Cooperation & Convergence
Global
Virtual Teams
3 Being inclusive
-Cultural Intelligence
4 Synchronizing
-Coordination & Communication
5 Leveraging expertise
-Capability
© Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 24

25. Capability: Mindsets
COOPERATION
Mindsets
We share what we have
CAPABILITY
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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. Take away | Capability
Key team member responsibilities
How 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
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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.com
TMA World is a leader in developing talent for the global workplace.
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29. TMA World is a leader in developing talent for the
global workplace. Across 50 countries we apply
a blend of experiential workshops and e-learning
methodologies to enable individuals at all levels to
lead 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 globally
To find out more about how we can help you address your learning and development
challenges, please contact us at enquiries@tmaworld.com or visit our website
www.tmaworld.com
London New York San Francisco Hong Kong Singapore Bangalore Moscow
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30. TMA World Publications
Written 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.
Manager's Handbook
A comprehensive guide to learning key management skills, understanding core
business concepts, and planning a successful career, ‘Manager's 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