This document outlines a webinar on virtual leadership presented by NetSpeed Learning Solutions. The webinar objectives are to apply the 3C model of calibrate, collaborate and celebrate to improve virtual team leadership, respond constructively to virtual team member needs, and offer the Virtual Leader program. The webinar discusses trends in virtual teams, barriers to success, a model for virtual presence, and strategies for calibration, collaboration and celebration when leading virtual teams.

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Powerful Virtual Leadership:
Calibrate, Collaborate and
Celebrate in a Virtual World
September 17, 2015

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Webinar Objectives
• Apply the 3C model to improve your
managers' abilities to lead virtually
• Respond constructively to meet the
needs of virtual team members
• Bring the Virtual Leader™ program
to your organization

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About Cynthia Clay
• 25+ years of experience
• Author of Great Webinars
• Chief Architect of the new Virtual
Leader™ program

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Tweet
#virtualleader

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Purpose
What do you want to gain from
participating in this webinar?

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Definition
A virtual leader manages a team with
individuals who telecommute or work from
other locations.

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Trends
Over the next decade, will
the use of virtual teams:
• Decrease
• Stay the same
• Increase

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Who Uses Virtual Teams?
• 46% of organizations polled
• 66% of multi-national organizations
• 80% of organizations with 10,000+
employees
Sources: SHRM and i4CP

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Barriers to Success
• Virtual distance
• Incomplete communication
• Lack of reporting systems
• Micro-management
What other barriers might
challenge a virtual leader?

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Virtual Leadership

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Virtual Leadership

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Virtual Leadership

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Virtual Leadership

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Virtual Leadership

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Importance/Skill Gaps
1. Getting virtual team members’ poor
performance back on track
2. Holding virtual team members accountable for
results
3. Coaching with virtual team members to
develop skills
4. Building effective one-to-one
relationships with virtual team members

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Importance/Skill Gaps
5. Building strong teamwork with virtual team
members
6. Ensuring work productivity is high with virtual
team members
7. Mediating conflict between virtual team
members
8. Providing ongoing praise or
recognition to virtual team members

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Importance/Skill Gaps
9. Celebrating virtual team members’ team and
individual success
10. Ensuring work quality is high with virtual team
members
Source: NetSpeed Learning Solutions
N = 202

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Virtual Leader Gaps
Which of these top ten gaps are
true of your virtual leaders?

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Obstacles to Success
• Familiarity with project planning software
• Time to build relationships with virtual team
members
• Time to meet frequently with virtual team
members
• Easy access to problem solving
for technology
• Ability to monitor work tasks
and productivity
Source: NetSpeed Learning Solutions
N = 202

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Virtual Team Member Needs
What do virtual team members need
from you, their virtual leader?

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Virtual Leadership

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Virtual Presence

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Create Virtual Presence
How can you create strong virtual presence?

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Virtual Leadership

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Engagement
How do you rate your skill level at running a
well-planned, interactive virtual meeting?

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3C Model
Calibration Collaboration Celebration

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3C Model
Calibrate: To plan or devise something carefully so as to
have a precise use or application.
Calibration Collaboration Celebration

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3C Model
Collaborate: To labor together.
Calibration Collaboration Celebration

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3C Model
Celebrate: To praise someone, often publicly.
Calibration Collaboration Celebration

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Virtual Leadership

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3C Model
Calibration Collaboration Celebration

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Calibrating Actions
Name one calibrating action you
should take as a virtual leader.

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Goal Setting
Is it possible for goal-setting to be collaborative and
motivating on a virtual team?

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Virtual Leadership

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3C Model
Calibration Collaboration Celebration

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Collaborative Awareness
Activity Availability Process Perspective Environment

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Cognitive Overload
What is the biggest
source of cognitive
overload on your
virtual teams?

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Perspective
How confident are you that your virtual team
has developed perspective in:
• Team norms
• Historical background
• Vision of the future
• Shared cultural values

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Virtual Leadership

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3C Model
Calibration Collaboration Celebration

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Theory of Acquired Needs
Source: David McClelland

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Theory of Acquired Needs

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Theory of Acquired Needs

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Theory of Acquired Needs

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Theory of Acquired Needs
What is your primary driver?

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Theory of Acquired Needs
How might you recognize the results
of each person on your team?

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• Five, 90-minute web workshops
• Delivered by our virtual trainers
or your virtual trainers
• Combined with NetSpeed Fast
Tracks mobile for pre- and post-
class reinforcement
• May be licensed and
customized

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1
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5
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The Power of
Web Conferencing
Running Effective
Virtual Meetings
The Power of Connection
Building Virtual Relationships
The Power of Calibration
Building Accountability
on a Virtual Team
The Power of
Collaboration
Harnessing Individual
and Team Strengths
The Power of Celebration
Recognizing Individual
and Team Results
The Roadmap

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Virtual Facilitator Training

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Virtual Facilitator Training
• Deep dive, comprehensive course
• Focused on virtual design and delivery
• Next public VFTC course begins on Oct 19
• Customized for private delivery in your web
conference platform

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Take Action
What will you do now?

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• Link to download our eBook
(Eight Essential Strategies to
Lead Virtual Teams).
• Purchase the new Virtual
Leader™ program for your
organization by October 15
(15% discount).
Take Our Survey

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Q & A

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Thank You!