high performance virtual teams
DESCRIPTION
Managers who manage employees and contractors on virtual teams have to get teams up and working well together fast to produce successful results on time, and with fewer resources than ever. Here's are 3 Principles to develop high performance virtual team through structured trust and performance expectations, support virtual team members by managing team rhyhms and flows, and produce successful outcomes that meet organizational strategy and goals. Whether ongoing department teams, temporary or ad hoc teams, project teams, or even all-volunteer teams, pick up a few power tips for leading high performance virtual teams.TRANSCRIPT
© 2008 - 2012 Trina Hoefling
Truth or Myth about Virtual
Teams?
Virtual workers waste time and are disconnected from the organization..
FALSEVirtual employees are far more
focused, more productive and waste less time than office counterparts.
© 2001 - 2012 Trina Hoefling
3-Fold Path to Build & Maintain High Performance Virtual Teams
Create a Cohesive Team Culture – Structure trust, Clarify roles, responsibilities, and expectations
Support the Team Community – Resources,Tools, & Training
Produce Successful Outcomes – Get ‘er done.
© GroupONE Solutions, LLC 2001 - 2012
© 2008 - 2012 Trina Hoefling
Productivity/ Performance Assessment
Successful performance management · Establish baseline if you don’t have one· How is the job performance measured now?· Benchmarking· Monitoring and metrics
Successful project management · Embed digital project management and collaborative
software tools· Balance time spent managing with connecting team
and organization remotely Successful career management
· Emotional bandwidth and organizational network mastery
· Professional development
Don’t confuse Activity with Achievement!
© 2008 - 2012 Trina Hoefling
Delegation, Authority, Accountability – Team-Endorsed
and Organization-Aligned ProcessesPROJECT RESPONSIBILITY /
ACCOUNTABILITY MATRIX
P=Participate A=Accountable R=Review I=Input Required S=Sign-off Required
*This column might also be labeled “activities” or “deliverables.”
Level 1 InvestigateLevel 2 AlternativesLevel 3 RecommendLevel 4 Decide with ApprovalLevel 5 Decide unless VetoedLevel 6 Do and reportLevel 7 Do and report bad news onlyLevel 8 Do
Decisions / Roles*
Hardware Integrator
Relation-ship Manager
Infrastructure Architect
Security Consultant
etc
© 2008 - 2012 Trina Hoefling
Results, Rhythms, & Flows of a Virtual Team
WHAT is Effective Performance?
HOW do I Recognize and Measure?
HOW do we Communicate regarding Performance?
WHEN do we Communicate and How Often?
What results are desired? What are minimum standards?
How much? How well? By when? Project planning tools?
Face to face? Digital? VM? Documents?
Daily? Weekly? Monthly? Quarterly?
Make the Invisible Visible
© GroupONE Solutions, LLC 2001 - 2009
© 2008 - 2012 Trina Hoefling
Do’s and Don’ts DO Establish clear performance
expectations Establish rhythms & flows Report the team’s results
broadly to people that matter Allow virtual workers to work
in most conducive environment, including F2F occasionally
DON’T Measure and track only the
performance of less trusted virtual workers, especially if collaborating
Assume completion is a solo celebration. Virtually connect and appreciate, debrief, maybe even ‘finish’ together when it’s time.
