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 OperationsMatrix Structures Flexible Work ArrangementsNeed for Greater CollaborationContingent 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 LLCEffective teams use a balanced scorecard to track progress.

Source: Lockwood, 2010Developing 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 yearSource: ASTD Virtual Team Study

72% of employees would prefer to work remotely.Source: Telework Coalition

Remote working increases productivity by 22% on averageSource: Gallup Business Journal


Stages of Team Development Apply

PERFORMING

NORMINGWork together as a high performing team

STORMINGEstablish ways of communicating, handling conflict

FORMINGTesting 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 ProblemsWHAT 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?


PURPOSEAligned with Enterprise Objectives

ClarityShared Goals

Project Milestones

VIRTUAL TEAM SUCCESS

PROCESSCommunication

GovernanceTeam Ground Rules

Decision Making

PEOPLERelationships

Mutual UnderstandingLeveraging 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 goalsTrack progressObtain team commitmentLeverage complementary skillsSet 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 TRUSTClarify roles and responsibilitiesCreate a team culture where everyone is heardRecognize team members for accomplishmentsExhibit caring/concern for all


Solutions: ProcessAccountability 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

RACIR esponsibleA ccountableC onsultI nform

RAPID*R ecommendA greeP erform I nputD ecide

*Source: HBR, "Who Has the D?"

Key Criteria: One person has final decision; define your roles & responsibilities.

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 accountabilityEnsure resources are availableBuild support of stakeholdersEnsure structured meeting agendasHave decision making processClarify expected response timesUse technology effectivelyOther?


Summary: Virtual Teams Need all Three

PURPOSE

PEOPLEPROCESS


Self-ReflectionTo what degree do you ... HIGH MEDIUM LOW

Create a structured process for making decisions

Ensure all voices are heardUse multiple communication approachesShow recognition and celebrate successesIdentify and discuss roadblocks/take steps to remove them

Have milestones to keep projects on taskLeverage the diversity of the team to promote involvement


In Summary: Where are Your Opportunities?

StrengthsPURPOSE/PROCESS/PEOPLE

OpportunitiesPURPOSE/PROCESS/PEOPLE

WeaknessesPURPOSE/PROCESS/PEOPLE

ThreatsPURPOSE/PROCESS/PEOPLE


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

Documents

edward de

hudson research

virtual team

virtual team

virtual teams

marjorie derven

time zones

chat box