Leading virtual teams .HUDSON Research & Consulting

Leading Virtual Teams
Presented by:
© HUDSON Research & Consulting, Inc.
This presentation, in whole or in part, is not to be reproduced in any form without the express written permission of HUDSON Research & Consulting, Inc.
Marjorie Derven
Managing Partner

HUDSON Research & Consulting / 845.359.8800 / 2
Comprised of a group of people who work together to achieve
defined goals, with some or all team members separated by
physical distance.
Virtual Teams may also be separated by language, culture,
timezones and competing local priorities.
What is a Virtual Team?
….and Virtual Teams face all of the challenges common to all
teams AND unique obstacles that co-located teams do not.

Objectives for Today
• Learn how to diagnose and address the most common
challenges confronting virtual teams
• Enhance team member communications separated by
distance
• Become the “go-to” resource for virtual team success
• Use a model of Purpose, People & Process to improve
team success, with a checklist for each.

About HUDSON Research & Consulting
• Founded in 2001, HRC works with organizations to improve
individual and team performance, leverage research,
learning and OD practices.
• Clients include: Abbott, Bristol Myers Squibb, Citibank,
Chubb, Estée Lauder Companies, MetLife, NRG Energy,
Novartis, Pepsi, and Pfizer.
• We have designed multiple solutions for organizations that
work in virtual teams
• Our focus: practical solutions that align with strategic
objectives.

Quick Poll
How many:
• Work on a virtual team?
• Lead a virtual team?
• Train others on virtual team effectiveness
• Other?

Harness the best talent, regardless of location.
Gather diverse input for better innovation and problem solving.
Promote work/life balance (but this can backfire).
Leverage resources for cost-effectiveness.
Enhance global vs. local integration issues.
Accelerate product development and launch.
Develop learning culture.
Accelerate project productivity—work gets accomplished in
different time zones.
Other/ Write in Chat box
Benefits of Virtual Teams

Globalization
24/7 Operations
Matrix Structures
Flexible Work Arrangements
Need for Greater Collaboration
Contingent Workers
“War for Talent”
Technology.
Virtual Teams are Increasing

IN CHAT BOX:
(indicate BEST or WORST)
What factors contributed to rating?
What was the result?
Your Experiences: Best/Worst Team

90% of virtual team members say they don’t have enough time to build
relationships.
Source: RW3 LLC
Effective teams use a balanced scorecard to track progress.
Source: Lockwood, 2010
Developing trust among team members is the top challenge for virtual
teams.
Source: SHRM Virtual Teams, 2012
Statistics about Virtual Teams
75% of workers will be virtual in the US by the end of this year
Source: ASTD Virtual Team Study
72% of employees would prefer to work remotely.
Source: Telework Coalition
Remote working increases productivity by 22% on average
Source: Gallup Business Journal

Stages of Team Development Apply
PERFORMING
NORMING
Work together as a
high performing team
STORMING
Establish ways of
communicating,
handling conflict
FORMING
Testing power, scope
of responsibilities
Defining goals, roles,
responsibilities
Adapted from Irvin Yalom, the Theory and Practice of Group Psychotherapy

Complexity
Communications
Slower Decisions
More Conflict
Competing Priorities
Competition For Resources
Time Zone Differences
Lack of Team Skills
Conflicting Roles and Responsibilities
Cross-cultural Misunderstandings
Other?
Common Challenges of Virtual Teams

Diagnosing Virtual Team Problems
WHAT POSSIBLE CAUSES
Lack of
Collaboration
• Accountabilities may be unclear
• Team members may not feel respected
• Time zones or language barriers
Missing Deadlines
or Key Deliverables
• Organizational barriers
• Conflicting priorities
• Deadlines may be unrealistic
• Poor motivation
Recurring Conflicts • Lack of trust
• Personality issues
• Lack of a “path forward”
Team Members
“Missing In Action”
• Conflicting signals about priorities
• Low accountability
• Lack of engagement

The team you lead has been in place for six months and got off
to a good start. However, in the last month, deadlines have
been missed and you are finding many “no shows” on
conference calls.
What actions will you take?
Case Example: What would you do as
Virtual Team Leader?

PURPOSE
Aligned with
Enterprise
Objectives
Clarity
Shared Goals
Project Milestones
VIRTUAL TEAM
SUCCESS
PROCESS
Communication
Governance
Team Ground Rules
Decision Making
PEOPLE
Relationships
Mutual Understanding
Leveraging Contributions
A Model for Virtual Team Success

Solutions: Purpose PURPOSE
BEFORE
Clearly communicate goals and obtain team member input
Create a team charter
DURING
Refer to goals and calibrate where needed
Revisit goals as needed
AFTER
Assess degree of progress at key milestones and end

Solutions: Purpose: Ensure Goal Alignment
IN ALIGNMENT OUT OF ALIGNMENT
Set Expectations / Cascade from Strategy
Explain What Success Looks Like
Identify Risks
Define the 'What' and the 'How'
Measure

Solutions: Purpose Checklist PURPOSE
STEP 
Define the team’s goals, long- and short-term 
Link to enterprise goals
Track progress
Obtain team commitment
Leverage complementary skills
Set priorities (3-5 maximum)
Re-visit and revise goals as needed

Solutions: People
Build Personal Connections
Have initial in-person meeting
Profiles posted on virtual site
Team building exercise – likes/dislikes/personal hobbies
Reinforce participation and successes
Clarify Roles and Responsibilities
Create a RACI chart
Leverage complementary skills and time zones
Team Culture
Create processes to gather input
Use text messaging, graphics, pre-meeting communications
Show caring
Make time for personal sharing and building connections
PEOPLE

Solutions: People
UNDERSTANDING CULTURAL/ DIVERSITY DIFFERENCES
Conduct a cultural assessment
Be sensitive to language barriers/avoid slang
Use text messages/ graphics
Involve everyone for best thinking
Avoid scheduling on religious/local holidays
Rotate teleconference times
Be aware of how culture may impact interactions (perceptions
about hierarchy, courtesy, importance of task vs. people, direct
vs. indirect communications, time management, etc.).
PEOPLE

Enhancing Diverse Perspectives
• Use the “Six Thinking Hats” (concept by Edward de Bono)
• Leverage the unique contributions different
players/cultures can bring
• Encourage Constructive Conflict
What best practices have you implemented?

Solutions: People Checklist
PEOPLE
STEP 
Create a connection early on/build TRUST
Clarify roles and responsibilities
Create a team culture where everyone is heard
Recognize team members for accomplishments
Exhibit caring/concern for all

Solutions: Process
Accountability
Obtain senior-level sponsorship
Clarify and confirm responsibilities in writing/update as needed
Resources
Obtain sponsorships/negotiate as needed
Stakeholders
One level up/shared accountability
Key opinion leaders
Meeting Agenda
Send in advance
Distribute Notes and follow-up required: Who, What, When, How
Use “Strategic Moments”
Technology
Select best communication process (Skype, text, IM, calendars, document sharing
Email: specific subject line
Indicate priority/no response needed (NRN)
Who needs to know?
Decision Making
Have a process and stick to it
PROCESS

Solutions: Process/Decision Rights Models
RACI
R esponsible
A ccountable
C onsult
I nform
RAPID*
R ecommend
A gree
P erform
I nput
D ecide
*Source: HBR, "Who Has the D?"
Key Criteria: One person has final decision;
define your roles & responsibilities.
Key Decision Pitfalls:
• Lack of clarity
• Unclear accountability
• Too many/too few people weigh in

Solutions: Process Checklist
PROCESS
STEP 
Define accountability
Ensure resources are available
Build support of stakeholders
Ensure structured meeting agendas
Have decision making process
Clarify expected response times
Use technology effectively
Other?

Summary:
Virtual Teams Need all Three
PURPOSE
PEOPLEPROCESS

Self-Reflection
To what degree do you ... HIGH MEDIUM LOW
Create a structured process for making
decisions
Ensure all voices are heard
Use multiple communication approaches
Show recognition and celebrate successes
Identify and discuss roadblocks/take steps to
remove them
Have milestones to keep projects on task
Leverage the diversity of the team to promote
involvement

In Summary:
Where are Your Opportunities?
Strengths
PURPOSE/PROCESS/PEOPLE
Opportunities
Weaknesses
Threats

In Closing…
PU???RPOSE
PEOPLEPROCES
Final Q&A

Recommended Reading
• A Manager’s Guide to Virtual Teams, Yael Zofi, Amacom 2011
• Six Thinking Hats, Edward de Bono, Little Brown 1985
• Managing the Matrix in the New Normal, Marjorie Derven, T+D Magazine
• Who Has the D: How Clear Decision Roles Enhance Organizational
Performance, Paul Rogers & Marcia Blenko, Harvard Business Review
• Cracking the Complexity Code, S. Heywood, J. Spungin and D. Turnball,
McKinsey Quarterly
• The Remote Connection, Marjorie Derven, HR Magazine
• Emotional Intelligence: Why it can Matter More than IQ, Daniel Goleman,
Bantam Books, 1995
• Kiss, Bow or Shake Hands, Morrison & Conaway, Avon 2006
Contact me for these additional resources:
 T+D Article: “The Competitive Advantage of Diverse Perspectives,” August 2013
 Diversity Executive article: “Intentional Inclusion in the Workplace & Marketplace” May
2014
 HUDSON Research & Consulting Virtual Team Action Planner

Leading virtual teams .HUDSON Research & Consulting

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