The webinar focuses on enhancing the effectiveness of collaborative virtual teams by outlining eight key practices that promote attention, accountability, and recognition among members. Led by expert Cynthia Clay, it discusses the challenges organizations face when managing virtual teams and the necessary qualities and skills for effective leadership in this context. It also emphasizes the importance of leveraging technology and building trust to improve collaboration and productivity in remote settings.

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Leading Collaborative
Virtual Teams
July 16, 2013

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Webinar Objectives
• Design your “game plan” around eight
practices
• Bring attention, direction, and
recognition to your virtual team
• Build accountability among virtual team
members

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About Cynthia Clay
• 25+ years of experience
• Author of Great Webinars
• An expert in collaborative,
engaging virtual learning

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Tweet
#virtualteams

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Purpose
What moved you to register for this
webinar?

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Definition
“groups of individuals who work across time,
space, and organizational boundaries and who
interact primarily through electronic
communications”
Source: SHRM, Virtual Teams, 7/13/12

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Who Uses Virtual Teams?
46% of organizations polled
66% of multi-national organizations
Source: SHRM, Virtual Teams, 7/13/12 (n = 379)

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Who Uses Them?
In companies of 10,000+ employees, 80%
rely on virtual teams.
Source: i4cp, 2008

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Poll
Why does your organization use virtual
teams?
• include talent in multiple locations
• increase collaboration
• improve productivity
• minimize travel costs
• work on global projects

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Poll: Obstacles
What primary obstacle causes virtual teams to fail?
• Lack of systems and processes
• Inability to build team cohesion
• Time differences
• Work distribution
• Differing cultural norms
• Poor communication
• No access to technology

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Darn Hard
“Leadership in my book comes down to
communication. But communicating in person
and communicating electronically are
not the same thing. It is darn hard
to motivate and inspire from
long distance.”
Manager quoted in “Leading Virtual Teams,” Academy of Management
Perspectives (February 2007)

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Poll: Virtual Team Leaders
What characteristics (qualities or
skills) must team leaders demonstrate?
• Listen well
• Build trust
• Establish clear expectations
• Facilitate virtual meetings
• Build consensus
• Demonstrate cultural awareness
• Maintain a sense of humor

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Virtual Leaders Must Provide…

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Your Virtual Game Plan™

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G
Grow Trust

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G
Grow Trust

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G
Grow Trust

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Grow Trust
G
• Set expectations
• Discuss norms
• Establish communication
channels
• Respect time zones

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Virtual Presence

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Create Virtual Presence
How can you help team members create
virtual presence?

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A
Attend to Diversity

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Attend to Diversity
A
• Create a Talented Expert
directory
• Build virtual presence
(photos, bios, skills and
experience)
• Respect cultural norms and
differences

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M
Manage Accountability

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Manage Accountability
M
• Set clear goals and targets
• Create processes to
manage responsibilities and
results
• Have team members post
progress reports

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E
Expect Teamwork

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Expect Teamwork
E

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Expect Teamwork
E
• Encourage collaboration
• Brainstorm and problem
solve
• Have sub-teams meet
outside team meetings

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Plan Meetings
P

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Plan Meetings
P
• Prepare and send agendas
in advance
• Segment meetings:
information-sharing, idea
generation, project reporting
• Document discussions and
action items

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Keep Communication Flowing
What technological tools
contribute to open, effective
communication on a virtual
team?
What virtual team
workspaces do you use?

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L
Leverage Technology

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Leverage Technology
L
• Use Skype with video
• Meet weekly via web
conferencing
• Set up micro-blogs and IM
• Implement project
management software
• Create virtual collaboration
spaces

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A
Appreciate and Celebrate

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Appreciate and Celebrate
A

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Appreciate and Celebrate
A
• Celebrate milestones and
results in team meetings
• Recognize individual and
team contributions
• Include appreciation in
every conversation

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N
Nurture Relationships

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Nurture Relationships
N
• Get to know each individual
personally
• Learn about hopes and
dreams
• Help them
develop their careers

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The Virtual Team Leader

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Decisions

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Our Story
1992
•Began as an independent consulting practice
•Provided organization and leadership development to Pacific NW clients
2000
•Developed NetSpeed Leadership (blended learning)
•Expanded nationally
2006
•Developed Blazing Service (blended learning)
•Began to experiment with interactive, VILT using web conferencing
2007
•Developed NetSpeed Fast Tracks™ (integrated learning system)
2008
•Rebranded the company as NetSpeed Learning Solutions
•Repurposed all programs for VILT
2009
•Introduced the Virtual Facilitator Trainer Certification course
•Published Great Webinars
2011
•Published Peer Power
•Launched the Peer Power virtual training program
2012
•Established as virtual learning experts
•Wiley & Sons republish both Great Webinars and Peer Power

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Virtual Learning Evolves

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NetSpeed Leadership

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NetSpeed Leadership®
1. Face-to-face (3 hour) or
Virtual Classroom (90-
minute)
2. Post-class reinforcement
tools
3. NetSpeed Administrator™
(to report the impact of
training)

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Three Tracks – 24 Modules
Leadership Development – 8 modules
Performance Management – 8 modules
Professional Development – 8 modules
Available for classroom and virtual delivery

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45
Integrated Learning System

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Peer Power

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Virtual Classroom

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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 September
• Customized for private delivery in your web
conference platform

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• Create innovative solutions that meet your
business objectives
• Meet the needs of virtual learners and leaders
• Offer ready-to-launch blended programs
• Offer customized learning solutions
• Simplify your move to virtual learning
Benefits of Partnering with Us

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• Link to download our eBook (Peer Patterns).
• Schedule a private Virtual Facilitator course
by August 15 and receive 20% off the
standard price.
Take Our Survey

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Q & A

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Thank You!