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Leading effective virtual teams

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This document discusses leading effective virtual teams. It begins by defining different types of virtual teams, such as telecommuters, project teams, and geographically distributed organizations. It then lists the essential building blocks for a successful virtual team as trust, clear goals and norms, effective communication, and leveraging diversity. The document provides attributes of ineffective virtual leaders, such as not trusting what they can't see and limiting communications. Conversely, it lists attributes of effective virtual leaders as facilitating communication and knowledge sharing, understanding collaboration tools, creating trust, and being socially aware. It emphasizes starting in-person when possible, having a shared foundation, and letting the human dimension shine through in ongoing communication.

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Leading Effective Virtual Teams SIKM Leaders Community March 19, 2013
Different flavors of virtual teams Virtual Teams Telecommuters? Project teams? Contract workers? Geographically distributed organizations where all or some work from a distance 2
ABCs of Virtual Leadership 3 Essential building blocks of a successful virtual team
Attributes of ineffective virtual team leaders Doesnt trust what s/he cant see Questions progress - constantly Plays favorites with those closest Limits communications channels Brushes off cultural differences Holds untested assumptions 4
Attributes of effective virtual team leaders Great facilitator communications, knowledge Knows what questions to ask, and how to listen Understands how collaboration tools are best used Knows how to create trust Socially-minded Energetic, charismatic Culturally adaptable 5
Building a strong foundation Start face-to-face when you can Optimum blend of skills and styles Shared goals, principles, norms all achingly explicit Let the human dimension shine through, frequently 6
Cultivating trust, virtually
Creating a level playing field Minimize power differential Everyone virtual! Inform all @ same time Dole out coveted projects evenly Shift power, roles from time to time Accommodate differences Cultural, communication styles, functional representation, etc. 8
Building social capital - Constantly Ask a simple question Post photos Show videos Check-in group chat Breakfast bunch Create a place for serendipitous online gatherings Celebrate milestones Reward, recognize achievements Create tangible team identity
Creating collaborative relationships Consciously create a learning organization Allocate time and space for cross-pollination, sharing Build a sense of community among team members Identify interdependencies Assign tasks deliberately Leverage diverse perspectives 10
Keeping in touch routine and unusual 11
Make every (real-time) conversation count Content review, think about in advance Design for 80%+ active, 20% passive 12
Questions? Comments? Ideas? nancy@guidedinsights.comwww.guidedinsights.com 978.263.2545/Skype nsmurphy2545/twitter @nsettlemurphy Author of Leading Effective Virtual Teams new book by CRC Press 13

More Related Content

Leading effective virtual teams

  • 1. Leading Effective Virtual Teams SIKM Leaders Community March 19, 2013
  • 2. Different flavors of virtual teams Virtual Teams Telecommuters? Project teams? Contract workers? Geographically distributed organizations where all or some work from a distance 2
  • 3. ABCs of Virtual Leadership 3 Essential building blocks of a successful virtual team
  • 4. Attributes of ineffective virtual team leaders Doesnt trust what s/he cant see Questions progress - constantly Plays favorites with those closest Limits communications channels Brushes off cultural differences Holds untested assumptions 4
  • 5. Attributes of effective virtual team leaders Great facilitator communications, knowledge Knows what questions to ask, and how to listen Understands how collaboration tools are best used Knows how to create trust Socially-minded Energetic, charismatic Culturally adaptable 5
  • 6. Building a strong foundation Start face-to-face when you can Optimum blend of skills and styles Shared goals, principles, norms all achingly explicit Let the human dimension shine through, frequently 6
  • 8. Creating a level playing field Minimize power differential Everyone virtual! Inform all @ same time Dole out coveted projects evenly Shift power, roles from time to time Accommodate differences Cultural, communication styles, functional representation, etc. 8
  • 9. Building social capital - Constantly Ask a simple question Post photos Show videos Check-in group chat Breakfast bunch Create a place for serendipitous online gatherings Celebrate milestones Reward, recognize achievements Create tangible team identity
  • 10. Creating collaborative relationships Consciously create a learning organization Allocate time and space for cross-pollination, sharing Build a sense of community among team members Identify interdependencies Assign tasks deliberately Leverage diverse perspectives 10
  • 11. Keeping in touch routine and unusual 11
  • 12. Make every (real-time) conversation count Content review, think about in advance Design for 80%+ active, 20% passive 12
  • 13. Questions? Comments? Ideas? nancy@guidedinsights.comwww.guidedinsights.com 978.263.2545/Skype nsmurphy2545/twitter @nsettlemurphy Author of Leading Effective Virtual Teams new book by CRC Press 13

Editor's Notes

  1. Bridging the Distance Series Copyright @2013 Guided Insights. All rights reserved.
  2. Leading Effective Virtual Teams Copyright Guided Insights - 2013