Thrive as a Virtual Team
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A short presentation for independent practitioners and consultants outlining key considerations for building and maintaining a virtual team.
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Thrive as a Virtual Team
- 1. Thrive as a Virtual Team Ann N. Videan, APR V idea n Unlimited Marketing Connections www.videanunlimited.com
- 4. Thrive as a Virtual Team V idea n Unlimited Marketing Connections • www.videanunlimited.com
- 9. Thrive as a Virtual Team Ann N. Videan, APR V idea n Unlimited Marketing Connections www.videanunlimited.com
Notes de l'éditeur
- VU for 8 years Always functioned as a sole practitioner Want to remain solo Without knowing, structured what’s now called a virtual team model of biz Subcontracted when needed assistance
- Various ways to structure Teaming = 2 people with same skills handling one project Collaborations = 2+ people with complementary skills meeting client need Virtual team = people with various skills meeting client need Have used variations of all three as need arose
- Couple of models Leader = Often your client, call in folks to help in whatever structure needed Preferred partner = someone else calls you into a project for your specific skills Worked in both capacities myself - Leader = head of PR team - Preferred Provider = Web content
- Here’s how I’ve structured VU virtual team Much larger when counting photographers, printers, admin and others
- Have big project, need people who do what I do? Should I bring on a competitor? Won’t they undermine me? Find people with similar mindset. Be choosy! Most important -- loyalty and integrity. Ideal: start with someone you’ve worked with and trust, former job, association leadership. Someone admire for integrity and skills. Don’t know anyone? Develop them. Barter project to see how work. Just have expectations in writing —>
- Agility = bring in right people with right skills at right time Complementary skills = allows you to meet client demand you couldn’t otherwise handle, broadens scope Growth = One person, limited by skills and time. More, attract and handle larger or different scope of projects Credibility = offer many good brains and varying skills. Many ex-corporate folk with great experience.
- Things to think about Branding = Who’s name will you work under? Letterhead, Web site? Service strategy = Set common goal. Low cost? Quick results? Full-service team? How handle quality? Work location/technology = Shared office? Home offices? Consistent technology? Client contact = Who has it, who doesn’t? Noncompete contracts = teaming up without you
- • Critical to have agreement up front, so everyone knows exactly their role, responsibility, work hours, client contact, fees, mark-up, etc. • Make sure to include training costs and software, or other aspects of work. • Fee structure must also be outlined clearly. If client gets one bill or three. Who gets paid what and when. Ask for lower fees than yours, or proposal should include mark-up for team members. Recommend you mark up others fees at least enough to cover your tax consequences. • Figure out how to handle communication . Determine preferred methods: email, fax, phone or in person Recommend up-front meeting face-to-face, then once a month to “gel” activity. • Reporting . How and when team members report activity: daily, weekly, monthly? By email? Phone call? Plug into software?SharePoint, MS Project, Timeslice
- Recommend this model to those who prefer not to hire employees, yet want to grow their business and enjoy more flexible lifestyle. Questions?