This document contains the main content, theory, models used during the LDP training session 1: Virtual Leadership

1. Virtual Leadership
Leadership Development
Program
AIESEC in Spain

2. Virtual Leadership
Leadership in a digital age….

8. Purpose
A participative online training
that enables participants to make
the shift from ‘physical’
leadership to ‘virtual’ leadership

9. Outcomes
Participants have:
 Reflected on their virtual leadership
image and impact
 Gained insights on how to effectively lead
virtual teams
…

10. Let’s get started!

11. But first…

12. Get your mobile
phone!

13. Send an SMS to someone who is
currently in another country and ask:
• What’s the weather like this time a year?
• What do you normally have for
breakfast?
• What does a coffee cost in EUR (in a
bar)?

16. Virtual Leadership

28. We all use the
technology…

29. Challenge is in
mindset!

30. Challenge is not in technology
but mindset
• Computer literate people are master ‘parallel
processors’ – high bandwidth, short focus
– 32% are doing “something else” on their computer while
Instant Messaging or conference calling
– 20% are doing something else off their computer (e.g.
talking, watching TV)*
• Highly structured approaches are often resisted and
bypassed with their own networks
– ‘Nearly half our virtual teams used IM even when the
Company barred its use’ **
* IM User Study Pew Foundation 2004
** Shell case study –May 2004 HBR Can absence make the team grow stronger?

31. Learning channels
Email
VOIP/Tele- Texting
Virtual
On-line discussions
conferences- Wiki
Chat rooms
Video/web cam Video
conferences Instant messaging
Blog
Shared web space
Space
Co-located
Workshops Individual learning
Synchronus A-Synchronus
Time

32. Exercise

33. Communication – the virtual difference –
likelihood message gets interpreted correctly
high
Face to face interaction
Video conferencing
VOIP and teleconferencing with chat facility
Teleconferencing
SMS/ instant messaging
Email/ text
Fax/ letter
low

34. AIESEC virtual teams use a lot of a-
synchronous communication channels
high
Face to face interaction
Video conferencing
VOIP and teleconferencing with chat facility
Teleconferencing
SMS/ instant messaging
Email/ text
Fax/ letter
low

35. Communication – the virtual difference –
likelihood message gets interpreted correctly
high
Face to face interaction
Video conferencing
VOIP and teleconferencing with chat facility
Teleconferencing
SMS/ instant messaging
Email/ text
Fax/ letter
Key areas for VT
low effectiveness

36. Best practice in virtual
communication
• Prevent “noise”
• To the point (KISS)
• Deliberately choose communication
channel
• Be creative!
• Emotion is the future!!

37. Best practice in
teleconferencing

38. Best practice in teleconferencing – tips
• Agenda distributed in advance
• Open call 15 minutes beforehand to allow for ‘chit chat’ or
playing virtual games
• Always start on time – stragglers will catch up and soon learn
to come on time
• Always finish on time – optimal time is 30 min to one hour
• Start every meeting with ‘round robin’ – introductions and/or
OK with agenda (introduce some fun element – best joke,
gossip etc)
• Allocate time for each agenda item and be brutal in keeping to
it. Summarize at end of time and be explicit about next steps

39. Best practice in teleconferencing – tips
• Avoid open questions – e.g. does anyone have comments? –
instead direct questions to individuals
• Summarize regularly the key points of the discussion
• Allow some time for emotional breaks – playing music at the
end of each agenda item
• At end invite everyone in ‘round robin’ for a short comment
(or on the meeting as a powerful way of closing and a chance
for people to give final input)
• Give role of minute taker to someone else in the team
• Write up and distribute actions by email within 24 hours

40. Virtual vs. Physical teams
Orientation Renewal
Why am I here? Why continue?
Trust building High performing
Who are you? Wow!
Goal clarification Implementation
What, when, who
What are we doing?
does what?
Commitment
How will we do it?

41. Virtual teams

44. How is your
virtual teaming
XP?

45. Structure versus Emergence in
VT Planning
Highly structured Structured
spontaneity
‘Picture by - short cycles of
numbers’ project
action learning
plan
Emergence
organic activity
driven by deadlines

46. Best practice in virtual project planning I
• All data in one place e.g. shared web space
• Shared web space designed around project
plan framework so easy to navigate
• Short cycle of action plans and review
– e.g. in 3 month project – 1st review after 3 days,
then 1 week, then weeks when team has
stabilized

47. Best practice in virtual project planning II
• Sub groups set up to take ownership
• Teleconference schedule set up to support
review processes
• Roles and responsibilities clearly identified
– project leader, sub groups leaders and virtual
team ‘historian’ or ‘administrator’

48. Check out:
www.huddle.net

50. As a virtual
leader you
want:

51. Achievement

52. High
performing
team

53. Clear
communication

54. Smooth
functioning
team

55. Which seems
easy when:

56. You can have
impromptu
meetings

57. Hallway
conversations
(coffee corner conversations)

58. Office debriefs
(physical team meetings)

59. Entire team is in
the same
location

60. SHIT!

61. But wait!

62. GOOD
news!!

64. Choice…

65. Video

71. What are you
really passionate
about?

72. How will you
share that passion
with people all
around the
world?

73. What is the
‘virtual’ signature
/ impact you’re
leaving behind?

74. YOUR

76. Virtual
LEADER

80. Additional
information

81. Best practice in IM
• Insert summaries and overview comments in
threaded conversations
• Send out headings to team members to
encourage contribution
• Regular deletion and archiving – keep it
current
• Use your “NAME”!!!

82. E-mail efficiency
• Schedule fixed moments for email
• “Only touch it once” principle
• File-in incoming emails immediately:
– Immediately trash no value added mails
– Update regularly (avoid “To do” buckets)
– Structure Inbox – Off line  1:1
– Use specific “headers”  [Big 5] WeCanD agenda

83. Bibliography
• Effective Virtual Teams Through Communities of Practice – Chris Kimble,
Feng Li, Alexis Barlow 2001
• The Discipline of Virtual Teams – Katzenbach & Smith 2001
• Can Absence Make the Team Grow Stronger – Ann Majchzak, Harvard
Business Review 2004
• Leading Virtual Teams – Gould 1997
• Virtual Teams – The Wide Awake Club – Ron Young 2003
• Workers Fear Cooperating in Virtual Teams May Make Them Obsolete –
Margaret A. Neale, Stanford Business School 2003
• Teams That Span Time Zones Face New Work Rules – Bill Snyder, Stanford
Business School 2003
• Starting up a Virtual team – Stu. Noble, 3D Learning
• The Future of Work – Thomas Malone , Harvard Business School Press
2004

84. World scan of thought leadership in virtual
teaming
Organisation Location Key Players Focus
Full Circle Seattle, USA Nancy White Virtual facilitation training,
http://www.fullcirc.com communities of learning
NetAge – virtual teams West Newton, Jessica Collaborative software and
http://www.virtualteams.co Massachusetts, Lipnack, virtual team skills
m USA Jeffrey
Stamps
Pioneer Spirit Marshall Cristina Collaborative software,
http://www.pioneerspirit.co School of Gibson, virtual team training
m Business, USC, Susan Cohen
California USA
Global Integration UK and US Fons Remote team training,
http://www.global- Trompenaars cross cultural skills
integration.com

85. World scan of thought leadership in virtual
teaming
Organisation Location Key Players Focus
Pentacle, The Virtual Pentacle, The Pentacle, The Pentacle, The Virtual
business school Virtual Virtual business school
business business
school school
Global Business Boston, USA Thomas Academic –
Network/MIT Malone decentralised
http://www.gbn.com organisations (The
Future of Work)
Grove Consultants US Drexler/Sibbe Virtual Team
http://www.grove.com t Performance model