managing personal teams: the importance of distance leadership€¦ · one must determine other...

1 Copyright © 2005, Forschungsprojekt Distance Leadership - Universität Lüneburg – Prof. Dr. Sabine Remdisch

Managing Personal Teams:The Importance of Distance Leadership

Leading Over Distance


Globalization

Current Relevance of Virtual Teamwork

World-wide Transactions

Global, High-speed Information Transactions

Intercultural Differences

Multinational Division of Operations

Global Standards (Technical, Social, etc.)


Current Relevance of Virtual Teamwork

National Statistics of Virtual Work Environment Involvement

Currently, approximately 15% of work-time is spent within a global network

(working with others in different locations).

Approximately 100 million people currently work out of a traditional office.

Estimation for 2010: Approximately 25% of work-time will be spent in the

Global / Virtual environment.


Dispersed Team

Distributed Team

Temporal Team

Spacial Team

The Unique Situation of Virtual Teams


Basis of Distance Leaderhip

Team

Internal Commitment

InteractionLeadership

Standards / Regulations

Common Goal

Roles & Responsibilites

„Normal Team“


Basis of Distance Leadership

„Virtual Team“

Overlaying Factors:

Distance / „Virtuality“

Intercultural Involvement


Advantages:• Global, flexible integration of expert knowledge• Composition of teams being based on ability, not availability• High self-organization of team members• Reduced travel costs for team members/company• Optimized availability (less travel time = 24 hour working

capabilities)• More information being made readily accessible to all within the

network

Unique Qualities of Virtual Teams


Disadvantages:• Difficulty obtaining identity with the organization/team• Possible uncertainty concerning tasks, roles, responsibilites,

priorities• Difficulty establishing trust• Encountering feelings of isolation• Sole-dependence on information & communication technologies • Difficulty of organizing local meetings• Impersonal feedback over distance• Higher possibility of miscommunication leading to conflict

Unique Qualities of Virtual Teams


The Distance-Leader


Must the distance-leader adapt?

Leading vs. Leading over Distance


Basic Knowledge of the Distance-Leader



General Tasks of a Leader:

Motivating Team Members

Delegating Tasks

Developing Teams

Deciding on Goals

Monitoring Tasks

Coaching and Encouraging Team Members

Providing Feedback

Communicating with & Informing Team Members

Representing the Team



One-on-One Relationship

Leader-to-Team Relationship

Representative Relationship

3 Practices of Leadership:


„In addition to the basics, the main task that a

distance-leader takes on:

Building Trust Over Distance“

Basic Knowledge of the Distance-leader


Basic Knowledge of a Business Leader

Prerequisites of a Distance-leader:

Promotion of autonomy instead of micro-management

Participative leadership allowing for input from team members

Ability to be sensitive toward & recognize the needs of team

members, even without face-to-face contact

Technical & media competence

Ability to create a motivational vision & clear goals

Ability to provide clear feedback, despite distance

Openness toward different cultures


Trust Building

over Distance

Employee Training

Team Develop-

ment

Communi-cation

Work Routines

Cultural Awareness

Selection & Building of Virtual Teams

1

2

3 4

5

6

0

Main Tasks of Leading Over Distance


Trust Building

Over Distance

Overcoming Distance through Management /

Building Trust


„The main focal point of distance-leadership is THE DISTANCE

itself“

Building Trust Over Distance



Two Kinds of Distance:

Physical Distance

Perceived Distance



Physical Distance

Objective, Measureable, Spacial Distance

Perceived Distance

Status, Authority, Power, Hierarchical Level

The Perceived Quantity of Interactions Between Leader &

Employee

Forecasts the perceived intensity of cooperation


Distanzempfinden - Nordamerikanische Kultur; Quelle: Lipnack / Stamps, 1997, S. 33

Buildings

Different Districts / Cities

Around the Globe (Different Countries)

Virtual Teams

Floors

Public 3,60 m - 7,50 m

Intimate 0 - 45 cm

Personal 45 cm - 1,20 m

Social 1,20 m - 3,60 m

Locationally Concentrated Teams


Distance Categories



Importance of Distance:

- Distance causes direct communication to be hindered.

- Due to Physical/Spacial Distance...

Direct observation of behavior is not possible

Emotions of fellow team members are difficult to recognize &

interpret

One must determine other means of communicating his or her

moods & emotions besides mimicking, gestures, or intonations

It is necessary to have the ability to verbalize emotions


„Trust forms the glue that holds relationships together

over time, distance and diverse cultures“

(Avolio et al., 2001)

Distance Management, Building Trust



Trust Dilemma in the Virtual World

Trust is usually built up through face-to-face interaction

Developing trust typically takes time

Problem:

The virtual world is based on a completely opposite principal in which

contacts are brief and are made with people one has never met

Dilemma:

The more virtual the team is, the more difficult it is to build trust

...but at the same time, trust is a prerequisite and needs to be present

immediately



How can the Distance-Leader

conduct management over distance?


Tasks of the Distance-Leader

Actively support building of trust within the team

Organize information exchanges, Interact supportively (not only task-

related communication is needed, but also that of the social aspect)

Recognize and give attention to the qualifications of teammembers & the

ways that each helps to ensure success

Specify roles, expectations, responsibilities, & goals

Give clear & timely feedback

Continuously document team history




Tasks of the Distance-Leader (II)

Look for signs of distrust and determine ways to rebuild it

Recognize contributions of team members to the success of the team

Communicate failures in a constructive manner

Identify more creative solutions to/avoid escalation of conflicts


Trust-Building

over Distance

Team Develop-

ment

Team Development Over Distance



Whoever thinks that electronic and mobile communication and periodic stop-over-meetings in international airports is sufficient for keeping a team together is sorely mistaken.


(vgl. Tuckman & Bruce, 1967)

1. Forming 2. Storming 3. Norming 4. Performing

⇒ Identifying a common goal

⇒ Clarifying roles⇒ Development of

structure & common rules

⇒ Working efficiently

„The phases of a virtual team are more complex due to

the fact that face-to-face contact is seldom and less time

is provided to get through each stage“


Every team – even a virtual team – normally procedes through

different phases



Whoever does not want to build a dispersed team on sand should consider the following fact: When a „Kick-Off“ meeting of a new team takes place and face-to-face contact is made, only then is it possible, studies show, to begin the team-building process, as it does not happen on its own.


• „Kick-off“ of a Virtual Team:The Kick-off...

Encourages team members to become acquainted with each other

Is the basis for developing trust

Helps to ensure process efficiency

Reduces the probability of conflicts

Eventually increases productivity

Ultimately saves time and money

• The kick-off is the most important factor in team development and is a prerequisite for successful virtual team work.



The „Kick-off“ of virtual teams:Goal of Kick-off‘s:

Determine specific parameters concerning goals, budget, process, communication standards, etc.

Develop team spirit and commitment through positive perception of first encounter with other team members

The Kick-off of virtual teams must be well planned:

Preparation

Action

Reflection



Preparation of the „Kick off“:• Plan the agenda in advance• Send out an overview of the agenda, including the team‘s tasks for the

meeting Chose visualization media and methods

i.e. Software tools with which the virtual team should work in the future

Flipcharts, bulletin boards, etc. in order to display and obtain results of discussions



Performing the „Kick off“: • Present the agenda• Inform the team about/formulate the vision• Perform introductions of the team members• Clarify goals, roles, tasks, responsibilities• Develop methods of communication & interaction between team members• Establish norms & rules of teamwork• Summarize results, plan the next steps, & reflect on events of the meeting• Do a team activity (such as a group dinner) in order to complete the „Kick

Off“

Reinforcing the „Kick off“: • Form a protocol & documentation – the 1st step in building a team history



Establishing rules: • If, when & how meetings should take place• How one arrives at a decision• What expectations are had by team members of each other• How feedback is given (between team & leader)• How critiques are formulated & dealt with• How breaching of agreements are dealt with• How e-mails are dealt with (receiving & reading)• How one can elicit support from the team• How success/fun is dealt with• How confidential infromation is dealt with (within the team / outside of

team)



The Steps of Rule Formulation:1. Sensitize team members to the necessity for rules (through concrete

examples)2. Establish collections of rules for different elements of operation (meetings,

communication, etc.)3. Develop working agreements4. Ensure that rules are consentual and applicable to the daily work regimen5. Communicate that rules are manditory (contracts, sanctions, procedures)6. Enable rules that are unnecessary to be eliminated or modified7. Record the rules and distribute them



How can the distance-leader develop the team

over distance?



Tasks of a Distance-Leader

Perform the „Kick-Off“ meeting

Form one „we“ out of many; combine different perspectives

Emphasize similarities within the team in order to promote sympathy &

positive opinions

Articulate the necessity to receive 100% quality performance from every

team member to ensure team success

Formulate values & norms (because they are the basis of team culture &

history)

Clarify unacceptable behavior within the team

Take the time & effort to recognize & solve a conflict before it becomes a

substantial problem



Tasks of a Distance-Leader (II)

Measure the degree of team development:

Kick-off Meeting/Face-to-face communication/Video-conference

Document team goals & activities

Coach individual team members

Exchange experiences with other distance leaders



Trust Building

Over Distance

TeamDevelop-

ment

Communi-cation

Communication Over Distance


Aspects of Communication in Virtual Teams

Communication Methods• i.e.: E-mail, Telephone, Video-conference, Net Meeting

Information Exchange• Teams that are not only concerned with information about tasks, but also

with that of social aspects, are statistically proven to perform better



Aspects of Communication in Virtual TeamsUnderstanding• Speech

– Basic knowledge of the language is necessary– Native speakers must be patient with non-native speakers

• Interpretation– Tacit knowledge takes time to develop – In early phases of teamwork, misinterpretations should be clearly

explained



Aspects of Communication in Virtual TeamsUnderstanding• Symbols („Emoticons“) clarify emotions & help to avoid misunderstandings

For Example: :-) = happy%-| = all-nighter

• Acronyms reduce the work load & make meetings easierFor Example:

ASAP = as soon as possible BRB = be right back



„Communication media is the

spice of virtual teams“



Aspects of Communication in Virtual Teams:

Media Richness Model (nach Daft & Lengel, 1984, 1986):

Media Richness describes the information capacity of a

communication medium

Effective Communication is in the area between

Too much unnecessary information - Overcomplication

Too little necessary information – Oversimplification

Effective communication is dependent on the complexity of the task



Communication Aspects in Virtual Teams:

Media-Richness-Modell


Complexity of the Communication Task

Med

ia R

ichn

ess

Face-to- face

Video-conference

Telephone

Net Meeting

EmailEffe

ctive Communica

tion

Oversimplification

Overcomplication

(modifiziert nach Reichwald & Möslein, 1998)



Different mediums of communication are effective, dependent on the

phase the team is in as well as the task at hand Media-Richness-

Concept

For Example:

In the beginning phase...

Ample feedback= synchronized communication without delays

Expression & indication content= exchange of additional information

...are helpful to foster socialization & team building,

i.e. face-to-face contact, telephone, video-conferences


How does the distance-leader efficiently

communicate over distance?



Tasks of a Distance-Leader

Support effective communication

Provide communication tools

Assure team-members‘ accessability to tools

Provide the right tools for each situation

Define rules and communication structure

– z.B. „Netiquette“, communication rules

Communication over Distance


Example: „Netiquette“

Remember: There is another human

being on the other end

Express emotions with „Emoticons“

or acronyms

Give all e-mails subject titles

Always communicate something

new (avoid repetition)

Etc.




Example: Communication Rules

Define methods of communication

Check E-mails & Voice-mails twice a day

Reply to calls & E-mails within 24 hours

Don‘t interrupt meetings, whether they

be in person, on the phone, or over the

internet

Etc.


Trust Building

Over Distance

TeamDevelop-

ment

Communi-cation

Work Routines

Work Routines


Work Routines

The Distance Leader must...

- specifically structure precise work tasks

- ensure that co-workers are well trained

- assure the clarity of goals, tasks, & responsibilities

...in order to avoid misunderstandings, which can be recognised later in

the virtual world than they would be in an actual work environment (i.e.

concerning tasks, decisions, problems with job performance & process

failures)


How does the distance leader structure work

processes in the virtual envrironment?

Work Routines


Tasks of the Distance Leader

Assure transparency of working processes

Create possibilities for cooperation

Assure the correct content of an assignment

Make sure people have the time & ability to make decisions

Assure fair payment plans

Foster self-organization

Work Routines


Tasks of the Distance Leader (II)

Communicate expected standards of performance

Illustrate & document the goals of individual team members/ team

projects (i.e. virtual bulletin board)

Allow and promote participation in setting goals to promote acceptance

of the goals

Give support concerning goal achievement (i.e. help with problem solving

and provide resources)

Work Routines


Tasks of the Distance Leader (III)

When/if the distance leader is not available...

A substitute or co-leader should be brought in to supervise in order to

promote self-organisation of the team members

Work Routines


Trust Building

Over Distance

Employee Training

Team Develop-

ment

Communi-cation

Work Routines

Employee Training


Development of the virtual team member• High-level personnel are responsible for the development of co-workers, even

over distance• Qualifications/goals of development of the co-workers include• ...strengthened confidence • ...increased similarities between targets of personal development and those of

the company• ...minimized negative effects of anonymity in virtual teams (Trittbrettfahren)

Employee Training


How can the Distance-Leader encourage co-workers over distance?

Employee Training



Heed individual needs, abilities, and goals of each team member

Recognise and consider the time necessary for guidance of the team

members

Take into account and establish the development measures within the

virtual team

Determine whether team members are being over- or under- demanded

Provide feedback/performance reviews

Employee Training



Feedback in the virtual team

Give feedback to individual team members in a way that does not make

the person feel personally attacked

Discuss team successes publicly within the team, in order to promote

team success by increasing the confidence of each member, i.e.

newsletters

Feedback within the team requires a culture of confidence and promotes

the ability to create concrete tasks and situations

Employee Training


Trust Building

Over Distance

Employee Training

Team Develop-

ment

Communi-cation

Work Routines

Culture Awareness

Culture Awareness


Building Cultural Awareness from Afar

The value of inercultural competence is often underestimated. „Many consultants do not take the topic seriously. They focus mainly on expert and technical competence,“ criticizes Christoph Barmeyer, of Karlsruher Culture Bridge Consult,“but even small examples show how very differently European business people can operate.“ French & Italians define leadership in a stringent manner, as only tasks are delegated. Germans, in contrast, delegate both tasks & responsibilities. Also, Barmeyer advises that managers must be prepaired for rituals. For example, in Japan, even before greeting one another, people offer their business cards with both hands. These cards are also accepted with both hands and read carefully. „The typical reaction in Germany is to put the card in one‘s pocket immediately, which is seen by the Japanese as rude.“


Building Cultural Awareness

What are the elements of culture?

Actions/ritualsActions/ritualsWord of mouthWord of mouth

HeroesHeroesLanguageLanguage

SymbolsSymbols

NormsNormsValuesValues

ObservableObservable

HiddenHidden


Cultural Awareness

Cultural backgrounds should be learned, such as moral concepts, values,

and attitudes in order to prevent divisions within the team

Culture affects one‘s expectations and perceptions

Culture can be visibly noticed through behaviors and expressions

It is possible for several kinds of cultures to interact with each other and

work together in virtual teams:

National Culture

Organizational Culture

Functional Culture


National Culture

...covers the culture of one‘s homeland or home region, i.e. Germany or

Bavaria

Organizational Culture

...describes the culture which is experienced within an enterprise,

i.e. confidence culture, innovation culture...

Functional Culture

...covers the culture in the context of perspectives of specialists or experts,

from certain functional groups in an organization

I.e. engineers, computer engineers, accountants...

Cultural Awareness


GLOBE - Global Leadership and Organizational Effectiveness

...is a network of approximately 170 researchers from 61 countries

...examines the influences a culture is subject to for better guidance and

organizational processes, such as the characteristics and behaviors of

managers and which are particularly effective in which country.

...analyzes national cultures on the basis of nine superordinate

dimensions.

Cultural Awareness


Nine Dimensions of Cultural Orientation:1. Power Distance: The extent to which value is put on an uneven distribution

of power

2. Uncertainty Avoidance: The extent to which traditional proceedings are preferred over innovation

3. Communication Ability: The extent to which one‘s social behaviors and interactions with others are effective (concerning the aggressiveness, assertiveness, confrontation tactics used)

4. Future Orientation: The extent to which planning ahead and investments are promoted

5. Achievement Orientation: The extent to which personal development and outstanding achievements are promoted and rewarded

Cultural Awareness


Nine Dimensions of Cultural Orientation:6. Groups/Family Collectivism: The extent to which personal pride, loyalty,

and co-operativeness is expressed

7. Institutional Collectivism: The extent to which an organization encourages its employees to act according to both institutional and social responsibilities

8. Human Orientation: The extent to which fairness, altruism, generosity, welfare, and politeness are promoted and recompenced

9. Gender Equality: Extent to which roles of men and women differ.

Cultural Awareness


Power DistanceUncertainty Avoidance

Ability to SucceedFuture Orientation

Achievement OrientationGroup/family collectivismInstitutional Collectivism

Human OrientationGender Equality

Medium HighLow

Cultural Awareness

= Worldwide

= Deutschland


How can theDistance Leader realize diversity?

Cultural Awareness


Tasks of the Distance Leader:

Recognize and differentiate the various kinds of culture within the team

Realize the adavantages of cultural variety for team success

Manage complications that arise due to cultural differences

Supply a foundation for a common team culture in the initial phases of

team development

Help the team to establish its own team culture over time.

Cultural Awareness


Trust Building

Over Distance

Employee Training

Team Develop-

ment

Communi-cation

Work Routines

Culture Awareness

Main Tasks of the Distance Leader


How can the Distance Leader...

- conduct management over distance?

- develop the team over distance?

- efficiently communicate over distance?

- structure work processes in the virtualenvironment?

- train co-workers over distance?

- realize diversity?

managing personal teams: the importance of distance leadership€¦ · one must determine other...

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