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Remote! - Training for Virtual Teams
The document outlines a course on remote work by Virtuali, covering topics such as the benefits of remote work, communication strategies, team dynamics, performance management, and technology. It emphasizes creating a supportive remote culture through effective communication and team collaboration while providing guidelines for virtual meetings. Lastly, it offers wellness tips and encourages participants to adapt practices that work best for them.
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Remote! - Training for Virtual Teams
- 1. WELCOME TO REMOTE! ACOURSE BY: VIRTUALI
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- 4. WHAT ARE WEGOING TO DO TODAY?
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- 6. Goals 1. Discuss remotework 2. Culture 3. Common challenges 4. Q&A TODAY’S GOALS
- 7. BEING A GOODVIRTUAL WORKER ISN’T ROCKET SCIENCE… …BUT IT TAKES A DELIBERATE, COMMON-SENSE APPROACH.
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- 9. HOW OFTEN… …DO YOUWORK REMOTELY ?
- 10. WHERE DID THEMODERN OFFICE ORIGINATE?
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- 12. QUICK FACTS ABOUTREMOTE WORK 3% U.S. employees who consider home their primary place of work. 90% Employees who think managers need to accept flexible work arrangements. 75% Employees who think flex time is more productive than 5 days in the office. 50% Managers who are rewarded for creating flexible work environments. 80% Managers who work with dispersed teams.
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- 15. Culture is… apattern of shared basic assumptions, learned by a group, that has worked well enough to be considered valid and, therefore, is taught to new members as the correct way to perceive, think, and feel and act.
- 16. HOW WOULD YOUDESCRIBE YOUR COMPANY’S… …REMOTE CULTURE?
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- 18. HOW DO YOUCREATE A S.T.A.R. CULTURE? TRAINING AND COACHING PERFORMANCE MANAGEMENT MANAGEMENT PHILOSOPHY LEADERSHIP BUY-‐IN DEMONSTRATE THE BENEFIT 1 2 3 4 5
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- 20. COMMUNICATION IS THEEXCHANGE OF INFORMATION BETWEEN TWO OR MORE PARTIES THROUGH MEDIA SUCH AS SPEECH, WRITING, VISUALS OR BODY LANGUAGE.
- 21. WHAT’S THE DIFFERENCEBETWEEN INPERSON AND REMOTE COMMUNICATION?
- 22. CHARACTERISTICS OF REMOTECOMMUNICATION MINIMAL FACE-‐TO-‐FACE TIME MINIMAL INTERPERSONAL CUES WRITTEN ASYNCRHONOUS CULTURAL AND/OR LINGUISTIC DIFFERENCES
- 23. THE KEYS TO EFFECTIVE COMMUNICATION 1 ESTABLISH RULES OF THE ROAD 2 SET THE RIGHT FREQUENCY 3 USE THE RIGHT TECHNOLOGY 4 RUN GOOD MEETINGS
- 24. ESTABLISHING RULES OFTHE ROAD MANAGERS NEED TO ESTABLISH, MODEL, AND COACH EMPLOYEES TO EMPLOY POSITIVE COMMUNICATIONS PRACTICES, INCLUDING FREQUENCY, MEDIUM, AND TONE.
- 25. COMMUNICATION FREQUENCY OVER-COMMUNICATE. TO ENSURETHAT YOU UNDERSTAND OTHERS AND THAT OTHERS UNDERSTAND YOU. COMMUNICATE REGULARLY. IT IS OFTEN A GOOD IDEA TO SET UP RECURRING MEETINGS, BUT REACHING OUT TO TEAMMATES AND COLLEAGUES INFORMALLY IS JUST AS IMPORTANT.
- 26. POP QUIZ! WHICH COMMUNICATION TOOL WOULD YOU PREFER TO USE… A. WITH YOUR BOSS? __________________________________ B. WITH YOUR PROJECT TEAM? __________________________ C. WITH YOUR FRIENDS? ________________________________ D. WITH YOUR PARENTS? _______________________________ E. WITH YOUR GRANDPARENTS? _________________________
- 27. USING TECHNOLOGY IT ISIMPORTANT THAT TEAM MEMBERS SELECT THE APPROPRIATE TECHNOLOGY GIVEN THE AUDIENCE AND MESSAGE… MANAGERS …AND NEED TO EVALUATE EACH TEAM MEMBER'S COMFORT WITH TECHNOLOGYBASED COMMUNICATION AND PROVIDE SUPPORT AND RESOURCES.
- 28. RICH MEDIA THEORY FACE-‐TO-‐FACE VIDEOCONFERENCE PHONE CHAT / IM EMAIL
- 29. 7 TIPS FORVIRTUAL MEETINGS 1 RESERVE MEETINGS FOR TWO-‐WAY COMMUNICATION. 2 ROTATE MEETING TIMES TO BE RESPECTFUL OF EMPLOYEES IN DIFFERENT TIME ZONES. 3 ESTABLISH A NO EMAIL OR INSTANT MESSAGE POLICY. 4 IF PART OF THE TEAM IS CO-‐LOCATED, HAVE ALL EMPLOYEES DIAL IN FROM THEIR DESKS TO LEVEL THE PLAYING FIELD. 5 LEVERAGE THE APPROPRIATE TECHNOLOGY GIVEN THE OBJECTIVE OF THE MEETING. 6 ENSURE THAT ALL TEAM MEMBERS ARE ENGAGED AND HAVE AN OPPORTUNITY TO PARTICIPATE. 7 PROVIDE MEETING MINUTES FOR ALL PARTICIPANTS AFTER THE MEETING.
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- 31. WHAT IS A TEAM? Ateam is a group of individuals who interact interdependently and who are brought together or come together voluntarily to achieve certain outcomes or accomplish particular tasks.
- 32. CHARACTERISTICS OF VIRTUALTEAMS MINIMAL SOCIAL INTERACTION TASK-FOCUSED PERFORMANCE-BASED RELATIONSHIPS
- 33. THE BIG QUESTIONIS… HOW DO YOU BUILD TRUST?
- 34. THERE ARE 2TYPES OF TRUST. AFFECTIVE COGNITIVE
- 35. FOR EMPLOYEES COMMUNICATE FREQUENTLYAND REGULARLY. COMPLETE WORK ON TIME AND IN A SATISFACTORY MANNER. SHARE PERSONAL INFORMATION AND TAKE AN INTEREST IN YOUR TEAMMATES' PERSONAL LIVES. FOR MANAGERS REACH OUT AND CHECK IN MORE FREQUENTLY THAN NORMAL. CREATE AN OPEN CULTURE IN WHICH TEAM MEMBERS CAN ASK FOR HELP AND ADMIT THEIR MISTAKES. ACKNOWLEDGE GREAT WORK, ENCOURAGE OF NOVEL IDEAS, AND STRESS THE IMPORTANCE OF CANDID AND CONSTRUCTIVE FEEDBACK.
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- 37. MANAGING A REMOTETEAM DOESN’T REQUIRE NEW SKILLS… …BUT IT DOES REQUIRE PRECISE EXECUTION.
- 38. WHAT IS THEMOST HIGH-PERFORMING TEAM YOU’VE EVER BEEN A PART OF?
- 39. TEAM COMPOSITION IMPROVE TEAM PERFORMANCETHROUGH MINDFUL ASSIGNMENT OF INDIVIDUALS TO TEAMS BASED ON SKILLS AND EXPERIENCE. TAKE ACCOUNT WHERE TEAM MEMBERS ARE LOCATED (GLOBALLY). MIX UP THE INTROVERTS AND EXTROVERTS .
- 40. Setting Goals 1 FACE-TO-FACE KICK-OFFMEETING 2 TEAM MEMBER INTRODUCTIONS 3 SCOPE OF WORK 4 TEAM OBJECTIVES AND KEY METRICS 5 PROJECT PLAN AND TIMELINE
- 41. ESTABLISHING ROLES ANDRESPONSIBILITIES TRY THIS! HAVE EACH TEAM MEMBER DISCUSS HIS/HER ROLE AND THE TASKS THAT HE/SHE IS RESPONSIBLE FOR IN A GROUP SETTING.
- 42. ESTABLISHING PROCESS RECURRING MEETINGS DELIVERABLEREVIEWS SCHEDULING
- 43. SHARED UNDERSTANDING OFEXPECTATIONS, ROLES, RESPONSIBLIITIES AND PROCESS LEADS TO BETTER OUTCOMES.
- 44. PERFORMANCE MANAGEMENT AND LEARNING& DEVELOPMENT
- 45. THE 3 KEYS ALL TEAM MEMBERS SHOULD BE TREATED AS IF THEY WERE REMOTE. MANAGERS SHOULD EVALUATE BASED ON RESULTS ALONE. EMPLOYEES SHOULD SHARE RESULTS AND CONTRIBUTIONS.
- 46. LEARNING AND DEVELOPMENT TEAM TRAININGSSHOULD BE DELIVERED USING A MEDIUM APPROPRIATE FOR REMOTE WORKERS AND INVOLVE ALL MEMBERS OF THE TEAM.
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- 48. Technology has hada profoundly impact on the type of work we do… …and how we do it.
- 49. WHAT TECHNOLOGY DO YOUUSE AT WORK ?
- 50. TECHNOLOGY SHOULD… 1 FACILITATE COMMUNICATION 2 3 ENCOURAGECOLLABORATION BE ACCESSIBLE TO ALL TEAM MEMBERS
- 51. DOES THIS LOOKLIKE A GOOD CHOICE?
- 52. THE BEST TECHNOLOGYIS SIMPLE, RELIABLE, AND ACCESSIBLE.
- 53. HOW CAN YOUDRIVE TECHNOLOGY ADOPTION? EXPLAIN THE BENEFITS PROVIDE FORMAL TRAINING APPOINT AN INTERNAL CHAMPION POST RELEVANT INFORMATION DISCOURGE NON-APPROVED TECHNOLOGIES
- 54. THE TOOLBOX COMMUNICATION FILE STORAGEAND SHARING PROJECT MANAGEMENT CUSTOMER RELATIONSHIP MANAGEMENT
- 55. SOME EXAMPLES COMMUNICATION FILE STORAGE AND SHARING PROJECT MANAGEMENT CUSTOMER RELATIONSHIP MANAGEMENT
- 56. Security and Remote ITSupport IT SECURITY & SUPPORT
- 57. SECURITY CHECKLIST USE HARDDRIVE ENCRYPTION DISABLE AUTOMATIC LOGINS TURN ON HTTPS AND SSL ENCRYPTION TURN ON REMOTE ERASURE USE UNIQUE, GENERATED, LONG-FORM PASSWORDS USE TWO-FACTOR AUTHENTICATION IF AVAILABLE (E.G., GMAIL) IF AVAILABLE, USE A VPN (ESPECIALLY WHEN WORKING ON PUBLIC NETWORKS) USE SCREEN PROTECTORS WHEN WORKING IN PUBLIC
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- 59. Overview • Everyone isdifferent,DIFFERENT… the EVERYONE IS so please treat following as suggestions only. • Try out these ideas, and see what works for you.
- 60. … SO TRYOUT THESE IDEAS, AND SEE WHAT WORKS FOR YOU.
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- 66. NOW… GO CUTTHE CORD! (NOT THE PARACHUTE CORD.)
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