GLOBAL AND VIRTUAL LEADERS Increasing Performance and Relationships for Virtual and Remote Teams

Moderator Bio

Diana G. Wu• Payload Test Engineer

– Development, testing, integration and delivery of quality command products and payload systems

• Azusa, CA – SBIRS• Baltimore, MD – F22/F35• Cornell University• John Hopkins University

Northrop Grumman Corp.

Lead Panelist

Lonney F. Gregory Northrop Grumman Corp.• Director of Learning

Technology and Operations (LTO) – Design, Development and

Delivery of specialized eLearning training programs

• United States Navy– Fleet Training Center in Norfolk,

VA

• Strayer University• George Mason University

Panelist #2

Adrienne D. Williams• Functional Systems

Engineering Manager – Supports 20 development

and 4 international programs

• United States Air Force – Operation Iraqi Freedom

and Operation Enduring Freedom-Afghanistan

• Embry-Riddle Aeronautical University

Northrop Grumman Corp.

Panelist #3

Marc Tate• Technology Lead within the

Healthcare Group – Focused on technology

strategy, program management, enterprise solutions, and full lifecycle systems development

• Principal – Herndon VA office • Johns Hopkins University • University of Mary Washington

Booz Allen Hamilton

Learning OutcomesThis seminar is designed to support leadership effectiveness in managing remote and virtual teams.

At the end of this session, participants will be able to:•Examine how current leaders manage remote and global teams•Explore best practices•Explore the limitations and role of technology in leading remote teams•Examine cultural and other factors that impact virtual effectiveness

Don’t get it twisted. This is about leadership not technology

• Care about the contributions of each participant• Encourage transparency and dissent; and demand

collaboration to reach consensus• Ensure your objectives are solid and reiterate often, keep the

team focused on what is to be accomplished• Praise in public giving credit where credit is due; critique in

private, directly, but never in anger and always with suggestions for improvement

• Take the blame when things go wrong and credit the team when things go well

• Take some time to know your team members and acknowledge them “off line”

Virtual vs. Live: How can you leverage the pros/cons of live meetings to improve virtual ones

• Virtual Meeting Considerations– Timing: Take advantage of the time saved commuting by taking a moment to get to know team– Rapport: Build rapport by providing pictures via webinar, taking short time before or after to get

to know folks or share something about yourself– Focus & Engagement: Ask questions, call on folks, conduct a round robin for input to ensure

engagement

Live/ Face-to-face Meeting Virtual Meeting

Advantageous Disadvantageous Advantageous Disadvantageous

Timing Time loss commuting

Time saved

Cost Could be costly Could save costs

Rapport Builds rapport Difficult to build rapport

Focus More intently focused

Multi-tasking during meeting

Engagement More engagement

Higher likelihood of interruptions

Lesser likelihood of interruptions

Less engagement

Meeting Types and ApproachesMeeting Type Audience Number

of PeoplePurpose Degree of

interactivityRecommended

Type

Information sessions

All Levels 25+ Inform knowledge

Low Virtual

Decision Meetings

Leadership 3-8 Make decisions or arrive at agreement

High Live

Training All Levels 15+ Educate Medium Live

Team Meetings

Internal staff

3-12 Discuss administrative activities

High Both

Project/ Client Meetings

Internal/ External Staff

3-13 Discuss project work

High Both

One on one All levels 2 Mentor High Both

Tools, Tips and TechniquesMeeting Type Audience Number

of PeopleTools and Tips

Information sessions

All Levels 25+ Tools • Online web/ screen sharing include Adobe Acrobat Connect, Go To Meeting, Microsoft Office Live Meeting and Web Ex Use• Utilize polling tool for comprehension• Use Chat for soliciting additional commentary

Tips• Don’t forget agendas – institutes time limits• State your name or address others by name• Diversify tone, pitch, and volume to capture and maintain attention of remote audiences • Provide visual aids – give folks something to look at• Pause regularly for group input

Decision Meetings

Leadership 3-8

Training All Levels 15+

Team Meetings

Internal staff

3-12

Project/ Client Meetings

Internal/ External Staff

3-13

One on one All Levels 2

The “X” Factor – Cultural and other differences affecting virtual teams

• Remain coachable/teachable- Do your research, especially for international/culturally different teams- Realize actual similarities and remain vigilant of false perceptions

• Maintain simple, specific, detailed and effective communication- Mitigate differing perceptions of collaborative efforts- Ensure each team (member) is aware of their objective and deliverable dates

• Remain flexible- Work schedules and work load- Time differences- Willingness to travel

• Maintain consistency- Meeting times and dates- Delivery, tone and body language- Deliverables

Follow-up and Follow Through

• Establish action items• Publish minutes and actions• Follow-up meeting difficulties with phone calls• Bring after meeting discussions to the next

meeting