#TFT14 Korrine Jones, Virtual Reality

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Information about #TFT14 Korrine Jones, Virtual Reality
Business & Mgmt

Published on February 17, 2014

Author: ServiceDeskInstitute

Source: slideshare.net

Description

Many ITSM teams are collectives of internal staff, partners and vendors dispersed across space, organisational boundaries and time. However, only a small proportion of our virtual ITSM teams are successful in achieving high levels of productivity and performance. A key challenge to performance is building real trust across the extended team. Drawing on a range of real case studies, this presentation provides a range of key tips for overcoming the challenges and creating high performing virtual, dispersed and remote teams.

With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7

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 – Virtually Different

Lack of Trust

Communication Breakdowns

Absence of ‘water cooler’ conversatio ns

Time Zones & 24x7 Connectivity

Real Leadership (Virtually)

Develop your ITSM Team Leaders to Lead Remotely Training for Virtual teaming (Source: RW3 LLC, 2012)

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 High Clarity of processes high Team Performance Clarity of processes low Low Low (same floor) (Source: Siebdrat, Hoegl and Ernst, 2009) Dispersion High (different continent)

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 Trust Expectations •Get paid •Regular meetings •Holidays •Fun workplace Needs •Financial security •Respect •Belonging 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

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