TMA World A Guide to Leading Virtual Teams

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Information about TMA World A Guide to Leading Virtual Teams
Business & Mgmt

Published on May 30, 2013

Author: StevenParkinson

Source: slideshare.net

Description

Leading a virtual team in an increasingly borderless workplace is no easy task.

The chances for having a disengaged, fragmented and confused team are so much higher than when team members are co-located.

Typically, a virtual team requires more leader initiative and involvement, more clarity and greater vigilance.

This TMA World presentation gives practical advice, to help you maximize the performance of your virtual team(s).

For more information about how to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com

Leading Virtual TeamsImprove your virtual capability

Leading a virtual team in ourincreasingly borderlessworkplace is no easy task.The chances for having adisengaged, fragmented andconfused team are so muchhigher than when teammembers are co-located.

Typically, a virtual team requiresmore leader initiative andinvolvement, more clarity andgreater vigilance.

What’s a virtual teamleader to do?

© Transnational Management Associates Ltd. All Rights Reserved.5The Six Cs, devised by Terence Brake, Head of Learning & Innovation atTMA World, helps distributed teams collaborate successfully.The Six Cs are:Having trusting relationships in place acrossgeographies, time zones and cultures to create highlevels of virtual team member engagementHaving a shared sense of virtual team purpose anddirection to minimize fragmentation of effortHaving shared understandings about how distributedwork will get done efficiently and effectivelyHaving all the scattered knowledge and skills on thevirtual team working together to maximize teamcapabilityHaving shared understandings within and across allteam member locations to minimize confusion andwasted effortHaving an inclusive virtual team environment thatuses differences to generate new and value-addedways of thinking and doingCooperationConvergenceCoordinationCapabilityCommunicationCultural IntelligenceBy focusingattention on thesesix performancezones before andduring a project,a team can startout on a solidfooting andperform at thehighest levels.

© Transnational Management Associates Ltd. All Rights Reserved.6Let’s take The Six Cs a step further and identify the leader roles needed to get themost out of this collaboration framework. The team mindsets, which the leaderneeds to develop when performing these roles will also be identified.Leader RolePerformance Zone MindsetPartner: Creating the conditions todevelop a strong sense of team andmutual obligationCooperation We help each otherA virtual team leader is very much an active rather than silent partner. As apartner, the leader must balance listening and team participation with advocacy.Without clear expectations and guidance a virtual team can easily becomedysfunctional.

© Transnational Management Associates Ltd. All Rights Reserved.7Let’s take The Six Cs a step further and identify the leader roles needed to get themost out of this collaboration framework. The team mindsets, which the leaderneeds to develop when performing these roles will also be identified.Leader RolePerformance Zone MindsetPathfinder: Guiding the team in definingand owning the teams; common purpose,plans, priorities and performanceindicatorsConvergenceWe pull in the samedirectionWorking with the team, the leader must take responsibility for ensuring thatthere are enough navigational markers in place to enable the team to reach acommon destination. Without clarity around purpose, goals and objectives, etc.parts of a virtual team can easily come adrift.

© Transnational Management Associates Ltd. All Rights Reserved.8Let’s take The Six Cs a step further and identify the leader roles needed to get themost out of this collaboration framework. The team mindsets, which the leaderneeds to develop when performing these roles will also be identified.Leader RolePerformance Zone MindsetSynchronizer: Ensuring the assignmentand flow of distributed work is optimal toproduce best resultsCoordinationWe work togethersmoothlyMembers of a virtual team often complain about not knowing what others aredoing, or that they find it difficult to understand how their work fits into thebigger picture. An important role for the leader is to ensure that thesedisconnects don’t happen and that everyone has a clear view of the whole.

© Transnational Management Associates Ltd. All Rights Reserved.9Let’s take The Six Cs a step further and identify the leader roles needed to get themost out of this collaboration framework. The team mindsets, which the leaderneeds to develop when performing these roles will also be identified.Leader RolePerformance Zone MindsetSynergizer: Creating opportunities for thesharing and integration of expertise toproduce outcomes unattainable byindividual membersCapabilityWe share what wehaveTeam capabilities are not just the sum of individual capabilities, they emergeand develop as individual capabilities come into contact with one another andgenerate new possibilities. Virtual team leaders are not fully aware of thecapabilities on their teams and do not create the conditions in which the wholecan become more than the sum of the parts.

© Transnational Management Associates Ltd. All Rights Reserved.10Let’s take The Six Cs a step further and identify the leader roles needed to get themost out of this collaboration framework. The team mindsets, which the leaderneeds to develop when performing these roles will also be identified.Leader RolePerformance Zone MindsetClarifier: Identifying differences ininterpretation among team members anddeveloping shared understandingCommunicationWe pay closeattention to oneanotherEveryone on a virtual team must be alert to misunderstandings and differencesin perception, but the leader must be hyper-vigilant. He/she must also be ableto role model the uses of different technologies to generate and reinforce clearand shared meanings.

© Transnational Management Associates Ltd. All Rights Reserved.11Let’s take The Six Cs a step further and identify the leader roles needed to get themost out of this collaboration framework. The team mindsets, which the leaderneeds to develop when performing these roles will also be identified.Leader RolePerformance Zone MindsetConductor: Creating the conditions inwhich differences among team membersare treated as potential assetsCulturalIntelligenceWe play welltogetherWhile creating the conditions in which differences are respected and valued, theleader must also pay attention to developing common working ground –particularly in those areas that are critical to team success. An example mightbe establishing a shared norm for attendance at virtual meetings.

The performance of eachrole is important, but theleader should always belooking beyond the roleitself to the desiredoutcome.

Is what I’m doingin each role advancingthe development ofthe critical mindsetswe need to besuccessful?“”

© Transnational Management Associates Ltd. All Rights Reserved.14Webinar Twitter Blog Viewpointsand articlesPublications Written by Terence Brake, Director of Learning& Innovation at TMA World.Our new Borderless Working e-book seriesAbout UsVisitwww.tmaworld.com/insightsto discover the latest thinkingfrom our experts on global,collaborative, cross-culturaland virtual working. Thereyou’ll find links to our:

© Transnational Management Associates Ltd. All Rights Reserved.15Above all we’d like to hear from youdirectly, so please don’t hesitate to sendany comments, questions or feedbackto us at: enquiries@tmaworld.comOr visit our website:www.tmaworld.comAbout UsVisitwww.tmaworld.com/insightsto discover the latest thinkingfrom our experts on global,collaborative, cross-culturaland virtual working.

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