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#TFT14 Korrine Jones, Virtual Reality
Korrine Jones presents strategies for overcoming challenges in remote working to create high-performing virtual IT service management (ITSM) teams. The presentation highlights the critical success factors including clear roles, effective communication, and building trust, alongside historical context and ongoing challenges faced by virtual teams. Key recommendations include developing virtual leadership, engaging team members, and establishing communication protocols to foster collaboration and performance.
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#TFT14 Korrine Jones, Virtual Reality
- 1. Korrine Jones Virtual Reality– overcoming the challenges of remote working to create high performing virtual ITSM teams
- 2. Virtual Reality Overcoming thechallenges of remote working to create high performing virtual ITSM teams Presented by: Korrine Jones, OD Consulting Brisbane, Australia
- 3. Presentation Overview • • • • • • Definitions andhistory The grim reality The business imperative A snapshot - my research The unique challenges Critical success factors for high performing virtual ITSM teams
- 4. A Virtual Team Agroup of individuals who work together across time, space and organisational boundaries and communicate via technology.
- 5. (Source: RW3 LLC,2012)
- 6. More Definitions •Dispersed team= virtual team •Distributed team = virtual team •Remote workers = team members who are not co-located with their team leader and/or other team members
- 7. History • Lipnack andStamps have been writing about virtual teams for three decades.
- 10. The Grim Reality •Up to 87% of the global workforce is now working remotely at least part of the time • 40% of virtual team members feel their teams are underperforming (Source: RW3, 2012)
- 11. Challenges for VirtualTeam Members (Source: RW3, 2010)
- 12. • Micro businessto large multi-nationals • Wide range of industries – IT, banking, direct sales, retail, public sector, e-learning providers
- 13. The Business Imperative •Reduced accommodation costs • Reduced travel costs • Increased productivity • Cross organisational partnering • Attracting and retaining talent • Employee engagement • Work-life balance
- 14. The Challenges –8 years back (Source: Horwitz, Bravington and Silvis, 2006)
- 15. The Challenges –still! • Management and leadership applied in the traditional way doesn’t work • A lack of trust • Communication breakdowns • Isolation and ‘lost’ team members • Absence of rich ‘water cooler’ conversations • Time zones • 24/7 connectivity • Cross-cultural clashes
- 16. Management and Leadership –Virtually Different
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- 21. Time Zones &24x7 Connectivity
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- 24. Develop your ITSMTeam Leaders to Lead Remotely Training for Virtual teaming (Source: RW3 LLC, 2012)
- 25. Select the rightpeople and integrate them •Right fit •Self starters •Tech savvy •Autonomous •Actively reach out to collaborate •Induction and training
- 27. Face to faceinteraction at first…..if possible • Speed up trust building and collaboration • Global IT – annual conferences • Statewide team – every two months
- 29. Critical Success Factorsfor Managing Remotely
- 30. Clear Roles andProcesses High Clarity of processes high Team Performance Clarity of processes low Low Low (same floor) (Source: Siebdrat, Hoegl and Ernst, 2009) Dispersion High (different continent)
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- 32. Work to buildone on one relationships • Very deliberately contact each team member frequently, particularly those most remote • Have purely social conversations to replace incidental communication • If possible, spend face to face time with new starters
- 33. Work deliberately to buildthe team
- 34. Team Values andGround Rules LEADERSHIP Model corporate vision and values, as well as these team values RESPONSIBILITY AND INTEGRITY Participate – say what you believe Work to know who will do what by when Do what you say you’re going to do Take initiative RESPECT Actively listen and acknowledge other viewpoints Recognise the value of others’ jobs – ask for help and realise that people have other priorities Be sensitive to others’ values, cultures – reap the richness of diversity Be friendly and thoughtful to all TEAMWORK Recognise others’ contributions and successes Cooperate with fellow staff members and support their efforts Acknowledge electronic communication with agreed timeframes Support organisational decisions and strategic objectives Don’t take ourselves too seriously – have fun! CREATIVITY Encourage thinking ‘outside the box’ Encourage discussion around points of disagreement or uncertainty Challenge the status quo Envision possibilities Allow yourself to experiment, fail and try again Respectfully hold people responsible for these team values
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- 37. Meet often -virtually
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- 41. Needs and Expectations Trust Expectations •Getpaid •Regular meetings •Holidays •Fun workplace Needs •Financial security •Respect •Belonging Trust is fragile – we need to be explicit in our needs, expectations and promises (entente.com.au)
- 42. Ensure Effective Communication • Agreeon how to communicate • Communication protocols • Virtual meeting protocols
- 43. Choose and UseTools Wisely (Source: Thissen et al, 2007)
- 44. In Summary • Virtualleadership • Manage by outcomes • Develop the team • Engage team members • Develop communication strategies and protocols
- 45. Further Information For whitepapersand more information www.odconsulting.com.au OD Consulting odconsultingau
- 46. With thanks toour slides sponsor, CA Technologies Try Nimsoft for free at ca.com/NSD-trial