Korrine Jones

Virtual Reality – overcoming the challenges of remote working to

create high performing virtual ITSM teams

Virtual Reality

Overcoming the challenges of remote

working to create high performing virtual

ITSM teams

Presented by: Korrine Jones, OD Consulting

Brisbane, Australia

Presentation Overview

• Definitions and history

• The grim reality

• The business imperative

• A snapshot - my research

• The unique challenges

• Critical success factors for high performing virtual ITSM teams

A Virtual Team

A group of individuals who work together across time, space and organisational boundaries and communicate via technology.

(Source: RW3 LLC, 2012)

More Definitions

•Dispersed team = virtual team

•Distributed team = virtual team

•Remote workers = team members who are not co-located with their team leader and/or other team members

History

• Lipnack and Stamps have been writing about virtual teams for three decades.

The Grim Reality • Up to 87% of the global workforce is now working remotely at

least part of the time

• 40% of virtual team members feel their teams are underperforming

(Source: RW3, 2012)

Challenges for Virtual Team Members

(Source: RW3, 2010)

•Micro business to large multi-nationals

•Wide range of industries – IT, banking, direct sales, retail, public sector, e-learning providers

The Business Imperative

• Reduced accommodation costs

• Reduced travel costs

• Increased productivity

• Cross organisational partnering

• Attracting and retaining talent

• Employee engagement

• Work-life balance

The Challenges – 8 years back

(Source: Horwitz, Bravington and Silvis, 2006)

The Challenges – still!

• Management and leadership applied in the traditional way doesn’t work

• A lack of trust

• Communication breakdowns

• Isolation and ‘lost’ team members

• Absence of rich ‘water cooler’ conversations

• Time zones

• 24/7 connectivity

• Cross-cultural clashes

• Management and leadership applied in the traditional way doesn’t work

• A lack of trust

• Communication breakdowns

• Isolation and ‘lost’ team members

• Absence of rich ‘water cooler’ conversations

• Time zones

• 24/7 connectivity

• Cross-cultural clashes

Management and Leadership – Virtually Different

Lack of Trust

Communication Breakdowns

Absence of ‘water cooler’ conversations

Time Zones & 24x7 Connectivity

Real Leadership (Virtually)

Develop your ITSM Team Leaders to Lead Remotely

(Source: RW3 LLC, 2012)

Training for

Virtual teaming

Select the right people and integrate them

•Right fit

•Self starters

•Tech savvy

•Autonomous

•Actively reach out to collaborate

•Induction and training

Face to face interaction at first…..if possible

• Speed up trust

building and

collaboration

• Global IT – annual

conferences

• Statewide team –

every two months

Critical Success Factors for Managing Remotely

Clear Roles and Processes

Clarity of processes low

High

Team Performance

Low

Dispersion Low (same floor) High (different continent)

Clarity of processes high

(Source: Siebdrat, Hoegl and Ernst, 2009)

Manage by Outcomes

Work to build one on one relationships

• Very deliberately contact each team member frequently, particularly those most remote

• Have purely social conversations to replace incidental communication

• If possible, spend face to face time with new starters

Work deliberately to build the team

Team Values and Ground Rules LEADERSHIP

Model corporate vision and values, as well as these team values

RESPONSIBILITY AND INTEGRITY

Participate – say what you believe Work to know who will do what by when Do what you say you’re going to do Take initiative

RESPECT

Actively listen and acknowledge other viewpoints Recognise the value of others’ jobs – ask for help and realise that people have other priorities Be sensitive to others’ values, cultures – reap the richness of diversity Be friendly and thoughtful to all

TEAMWORK

Recognise others’ contributions and successes Cooperate with fellow staff members and support their efforts Acknowledge electronic communication with agreed timeframes Support organisational decisions and strategic objectives Don’t take ourselves too seriously – have fun!

CREATIVITY

Encourage thinking ‘outside the box’ Encourage discussion around points of disagreement or uncertainty Challenge the status quo Envision possibilities Allow yourself to experiment, fail and try again

Respectfully hold people responsible for these team values

Cross-team Collaboration

Meet often - virtually

Rituals, symbols, avatars, celebrations

Swift Trust

Replicate water cooler conversations

Needs and Expectations

Expectations •Get paid

•Regular meetings

•Holidays

•Fun workplace

Needs •Financial

security

•Respect

•Belonging

Trust

Trust is fragile – we need to be explicit in our needs,

expectations and promises (entente.com.au)

Ensure Effective Communication

• Agree on how to communicate

• Communication protocols

• Virtual meeting protocols

Choose and Use Tools Wisely

(Source: Thissen et al, 2007)

In Summary

• Virtual leadership

• Manage by outcomes

• Develop the team

• Engage team members

• Develop communication strategies and protocols

Further Information

For whitepapers and more information

www.odconsulting.com.au

OD Consulting

odconsultingau

With thanks to our slides sponsor, CA Technologies

Try Nimsoft for free at

ca.com/NSD-trial