Learning Objective: Support leadership effectiveness in managing remote and virtual teams
Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience.
At the end of this seminar, participants will be able to:
a. Examine how current leaders manage remote and global teams.
b. Explore the limitations and role of technology in leading remote teams.
c. Examine cultural and other factors that impact virtual effectiveness.
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Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams
1. GLOBAL AND VIRTUAL LEADERS:
INCREASING PERFORMANCE
AND RELATIONSHIPS FOR
VIRTUAL AND REMOTE TEAMS
2. Examine how leaders manage
remote and global teams.
Explore the limitations and role
of technology in leading remote
teams.
Examine cultural and other
factors that impact virtual
effectiveness.
Today’s topics
3. Why virtual
teams?
Globalization
Cost savings
Tap into larger workforce pool
Allow disadvantaged workers to
participate in the workplace
Tap into experts
Increased (virtual) workday; follow
the sun in different countries
Flexible hours for employees
4. Enablers Technology
• Communication: Chat, email,
BB, video
• Reporting and knowledge
repository
Shared goals
Touch and feel of leadership
Framework/understanding of when
to go virtual and when F2F
5. Hindrances Emotional cues missing
Cultural diversity
Attention span
Inclusion
Lack of trust and team spirit
Technology reliability
Perceived to be generational
Knowledge transfer during attrition
Conflict resolution
7. Tips for success Slightly overhire
Facetime for interviews
Onboarding – 90-day plans,
virtual tours
Have reports/productivity
parameters
Review frequently
Bring in video technology
Set up team rules
8. Good reading Leading Virtually
Ken Blanchard Companies
bit.ly/1TlgQGN
Making Virtual Teams Work:
Ten Basic Principles
Michael Watkins
bit.ly/1R4pru5
21 Essential Strategies for
Managing Virtual Teams
Rob Rawson, Biz 3.0
bit.ly/1oqVfIL
9. Good reading The Ultimate Guide to Remote Work
Wade Foster, Zapier
bit.ly/1FqgHwa
Virtual Teams Versus Face to Face
Teams: A Review of Literature
Shikha Gera, IOSR Journal of Business and
Management
bit.ly/1VgIORU
A Cost-Benefit Analysis of Face-to-
Face and Virtual Communication:
Overcoming the Challenges
Rebecca Heller, Gap Inc.
bit.ly/1Tlk3pY
10. Good reading Managing Virtual Work Teams
Frankie S. Jones, Ph.D., SHRM
bit.ly/1LpFRZR
Achieving Excellence, Virtually
Ken Blanchard Companies
bit.ly/1ObOJlF
Global Training Sought for
Leaders of Multicultural Teams
Kathy Gurchiek
bit.ly/214D1SW
Notes de l'éditeur
US Companies trying to launch products in other continents
Using cost arbitrage- companies are becoming more profitable- more investment.
Now we don’t need to worry about talent shortage in a small town in nebraska
Physically challenged workers can participate I nthe workforce. Travelling to the workplace and having a very handicapped friend;ly building was a challenge many a times
Experts were contactable via visits and travel- very expenive
You must know when to use email vs phone call Vs Video vs F2F
Trust comes from Respect and Empathy.
Cultural diversity of moring chat on weather, football, use of words and idioms, pronounciations,
This is at the task level.
Cost is always a consideration. There is a cost to a F2F. Look at hindrances for help. If there are way too many hindrances impacting your team and that is slowi9ng you down, go for a f2f.
The impact of wrong selection of model will cause a lot of pain in the system.
Outsourcing and more importantly offshoring started with IT. But the difference with IT and Engineering is that Engineering is collaborative. Its innovation.
We learnt that not all tasks are offshorable; also not everything needs to be done at customer site through staffing.
When to use Offsite and when to use Offshore was first very empirical; then we realized that core competencies of our customers should ot be outsourced as well as non-core items need to be outsourced.
Also, bottom left corner ,digitally enabled tasks get done offshore simpler. More collaborative and more complex tasks need to be done co-located with customers.
It takes a highly integrated Project team and a tightly integrated global organization to make sure that the entire matrix is managed seamlessly giving the client the full advantage.
Our employees US side our treated the same way as employees in India.
Our competitors either use staffing companies in the US for local staffing ends or use alliances in India to enable offshore. Both models ultimately fail.
We're all for water cooler conversations—especially if they're about baseball! But managers that still view virtual communities as ineffective
because they can't simulate water cooler conversations probably haven't used instant messaging effectively. We keep in daily contact with our
geographically dispersed teams through instant messaging, which provides both a real-time communications vehicle and valuable presence
information.