Presentation virtual collaboration final
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Presentation virtual collaboration final
- 1. Annette Plesner Steenstrup DI – Confederation of Danish Industry Virtual Collaboration Tools for creating and developing effective virtual teams
- 2. Objectives for the day 2 Andrea Straub-Bauer Bente Toftkær • Strategies for structuring a constructive virtual culture with trust and powerful relations • Tools for creating and developing virtual teams • Inspiration for becoming a virtual leader Develop your virtual team, reach your goals, and create results!
- 3. Own objectives 3 Andrea Straub-Bauer Bente Toftkær My own key questions about developing virtual teams? How do we develop high performance teams? Virtual collaboration... how? The role of the manager? ?
- 4. Agenda 4 Andrea Straub-Bauer Bente Toftkær Welcome and presentations Virtual collaboration – part 1 - Strategies for developing a virtual team with trust and powerful relations - Tools for creating and developing virtual teams Virtual leadership – part 2 - Inspiration for becoming a virtual leader Evaluation
- 5. Virtual collaboration – part 1 5 Andrea Straub-Bauer Bente Toftkær • Strategies for developing a virtual team with trust and powerful relations • Tools for creating and developing virtual teams
- 6. Why virtual teams? 6 Andrea Straub-Bauer Bente Toftkær • Pros • Cons In small groups
- 7. Virtual teams! 7 Andrea Straub-Bauer Bente Toftkær http://www.youtube.com/watch?v=DYu_bGbZiiQ
- 8. Why virtual collaboration? 8 Andrea Straub-Bauer Bente Toftkær • Virtual collaboration provides opportunities for employees to join projects where their knowledge can be useful • Virtual collaboration is much less costly compared to face-to-face meetings of geographically distributed group members • Strategic knowledge sharing of relevant information and functional/business knowledge
- 9. A definition of distance 9 Andrea Straub-Bauer Bente Toftkær “A combination of geographical as well as social and emotional distance and feeling of separation, which can inhibit collaboration, communication, and success”. (Lojeski & Reilly, 2008)
- 10. A definition of virtual collaboration 10 Andrea Straub-Bauer Bente Toftkær “Virtual teams are groups of geographically, organizationally, and/or time dispersed workers brought together by information technologies to accomplish one or more organizational tasks”. (Powell et al., 2004)
- 11. Why we really need to collaborate virtually 11 Andrea Straub-Bauer Bente Toftkær The Future The competitive advantage is gained by creating knowledge: -Intellectual property -Best practices -Process improvements -Trained or skilled workers (static) The competitive advantage is gained by creating optimal connections: -Networks -Teams or communities -Collaboration -Adaptable, self-learning workers (dynamic) The Present
- 12. Work is teamwork! - How to create high performance teamwork? 12 Andrea Straub-Bauer Bente Toftkær
- 13. What is the difference between a group and a team? 13
- 14. Team collaboration – team maturity (1) 14 Andrea Straub-Bauer Bente Toftkær Technical issues must be overcome Behavioral issues must be overcome Information Sharing Collaborating on Documents Decision Making High Performing Virtual Teams Document Posting GROUP TEAM
- 15. Team collaboration – team maturity (2) 15 Andrea Straub-Bauer Bente Toftkær Information Sharing Collaborating on Documents Decision Making High Performing Virtual Teams Document Posting GROUP TEAM Technical issues must be overcome Behavioral issues must be overcome
- 16. Team collaboration – team maturity (3) 16 Andrea Straub-Bauer Bente Toftkær Information Sharing Collaborating on Documents Decision Making High Performing Virtual Teams Document Posting GROUP TEAM Technical issues must be overcome Behavioral issues must be overcome
- 17. High performance teams 17 Andrea Straub-Bauer Bente Toftkær Task focused - Information - Planning - Analysis - Reporting Relationship focused - Trust - Intimacy - Power - Network High Performance Team - Dialogue: ’Thinking together’ - Co-creating – innovation - Learning together Source: ”Virtual Leadership – Learning to lead differently”, Ghislaine Caulat (2012)
- 18. Team charter: Six steps to high performance assessment Self 6. Self manage-ment 1. Meaningful purpose 2. Specific perfor-mance targets . 4. Complemen-tary skills and clear roles 5. Mutual accounta-bility and commit-ment The DNA of the Team 3. Common approach
- 19. Virtual collaboration 19 Andrea Straub-Bauer Bente Toftkær From ‘face to face’ teams to virtual teams But how?
- 20. The challenges of virtual collaboration 20 Andrea Straub-Bauer Bente Toftkær • Lack of physical presence • Lack of strong interpersonal relationships • Lack of homogeneity in teams • Lack of sense of support and recognition Source: DI Research Report “Global Leadership Competences for the Future - Virtual Collaboration”
- 21. The process 21 1. Challenge Focus on one of the four challenges 2. Answer Present two answers given by managers in Danish companies 3. Tools Present tools to overcome the challenge 4. Try the tool Group work
- 22. How to create 22 • Physical presence • Strong interpersonal relationships • Homogeneity in teams • Sense of support and recognition
- 23. How to create 23 • Physical presence 1. One possibility is to create a ‘global presence’ through knowledge of the project 2. Another possibility is to create clear targets and goals
- 24. 24 1. Global presence through knowledge of the project You can use the ’Performance Pyramid’
- 25. 25 Andrea Straub-Bauer Bente Toftkær Performance Pyramid Roadblocks Which competences are necessary? Which actions lead to the result? What is the result? COMPETENCES ACTIONS RESULT Which roadblocks could block the actions leading to the result?
- 26. 2. Create clear targets and goals 26 You can use the ‘Team charter’
- 27. Team charter Self-manage-ment 6. Self assessment 1. Meaningful purpose 2. Specific perfor-mance targets . 4. Complement ary skills and clear roles 5. Mutual accounta-bility and commit-ment The DNA of the Team 3. Common approach
- 28. Group work: Try one of the tools! 28
- 29. How to create 29 • Physical presence • Strong interpersonal relationships • Homogeneity in teams • Sense of support and recognition
- 30. How to create 30 • Strong interpersonal relationships 1. One possibility is to create ‘global presence’ through face to face meetings 2. Another possibility is to create transparency and openness within the virtual space
- 31. 31 1. Create a ‘global presence’ through face to face meetings Presence through face to face meetings gives you the oportunity to • interpret body language • get a cultural perception • get immediate feed back • create informal contact and interaction • strengthen the social interaction
- 32. 32 2. Create transparency and openness within the virtual space You can use the ’Meaningful meetings – how’
- 33. Meaningful meetings – how! 33 Andrea Straub-Bauer Bente Toftkær Roles for clarification - Clear and known agenda - Common ground - Clear expectations - Clear communications roles - Check in and out - Meeting assessment - Decision-making authority Use the diversity – culture, competencies, and personalities!
- 34. Group work: Try one of the tools! 34
- 35. How to create 35 • Physical presence • Strong interpersonal relationships • Homogeneity in teams • Sense of support and recognition
- 36. How to create 36 • Homogeneity in teams 1. One possibility is to create a ‘global presence’ to the individual through a flexible and proactive leadership style 2. Another possibility is to create a common approach, complementary skills, clear roles, and mutual accountability and commitment
- 37. 37 1. Create ‘global presence’ to the individual through a flexible and proactive leadership style You must establish trust
- 38. The Trust Equation 38 Trust = Credibility + Reliability + Intimacy Self-Orientation
- 39. 39 2. Create a common approach, complementary skills, clear roles, and mutual accountability and commitment You can use the ’Team Charter’ FOCUS
- 40. Team charter assessment Self 6. Self manage-ment 1. Meaningful purpose 2. Specific perfor-mance targets . 4. Complemen-tary skills and clear roles 5. Mutual accounta-bility and commit-ment The DNA of the Team 3. Common approach FOCUS
- 41. Group work: Try one of the tools! 41
- 42. How to create 42 • Physical presence • Strong interpersonal relationships • Homogeneity in teams • Sense of support and recognition
- 43. How to create 43 Sense of support and recognition 1. One possibility is to create ‘clear’ procedures for gaining virtual support 2. Another possibility is to create clear communication and rules for social interaction – between scheduled meetings
- 44. 44 1. Create a ‘clear procedure for gaining virtual support You can use ’Schedule for task and team support’
- 45. Schedule for task and team support 45 Responsibility Task Who is in charge Follow up Contribu-tions Needs and support Customers Productivity Economy Quality Plan Safety
- 46. 46 2. Create clear communication and rules for social interaction – between scheduled meetings You can establish ‘Coffee break’
- 47. Coffee break 47 - Open “desktop” – every Friday - Meetings without an agenda once a week – the group together, or alone with every single group member - Open “screen” to follow you working - Informal meetings with social interaction - An informal and unexpected event
- 48. Group work: Try one of the tools! 48
- 49. Wrap up! 49
- 50. Virtual leadership – part 2 50 Andrea Straub-Bauer Bente Toftkær • Strategies for developing a virtual culture with trust and powerful relations • Tools for creating and developing virtual teams • Inspiration for becoming a virtual leader
- 51. Virtual leadership 51 Andrea Straub-Bauer Bente Toftkær What are the essential competences and skills for a manager of virtual teams? In small groups
- 52. The report shows: Managing the virtual process - Essential skills 52 1. Open-mindedness 2. Patience 3. Cultural understanding 4. Communication and language skills 5. Using situational management focusing on the individual management 6. Setting clear targets 7. Honest and reliable 8. Positive and empathetic 9. Empowering people Source: DI Research Report “Global Leadership Competences for the Future – Virtual Collaboration”
- 53. How to become a virtual leader/manager 53 Match?
- 54. Virtual leaders need to learn, relearn, and unlearn! 54 1. Practice! 2. Practice! 3. Practice! 4. And more Practice! Source: ”Virtual Leadership – Learning to lead differently”, Ghislaine Caulat (2012)
- 55. Evaluation 55 Andrea Straub-Bauer Bente Toftkær Objectives of the day • Tools for creating and developing virtual teams • Strategies for structuring a constructive virtual culture with trust and powerful relations • Inspiration for becoming a virtual leader
- 56. References • DI Research Report (2014) “Global Leadership Competences for the Future – Virtual Collaboration” • Ghislaine Caulat (2012) ”Virtual Leadership – Learning to lead differently”, Libri Publishing , Oxfordshire, UK • Mads Schramm and Søren Diederichsen (2011) ”Virtuel Ledelse – Skab synlighed, resultater og nærvær på afstand”, Dansk Psykologisk Forlag, Denmark • Anne Birgitte Lindholm (2012) ”Lederskab på distancen – når du ikke ser dine medarbejdere dagligt”, L&R Business – Egmont, Denmark • Susan H. Godar and Sharmila Pixy Ferris (2004) ”Virtual and Collaborative Teams – Process, Technologies and Practice”, Idea Group Publishing, London, UK 56
- 57. WWW.GLOBALLEADERSHIPACADEMY.DK 57 Andrea Straub-Bauer Bente Toftkær Global Leadership Academy
Hinweis der Redaktion
- Check in Introduction to the course 1. Objectives of the day 2. Personal objectives 2. Agenda for the day
- Check in - Ask the questions – give time for short reflection - In plenary – discuss the answers!
- Agenda for the course.
- Question: ”Why virtual teams?” - Ask the question and write the input on a whiteboard or flipover.
- 1. Question: ”What are your experiences from working in virtual teams?” Ask the question and write the input on a whiteboard or flipover. 2. See the video! - Point: You might have experienced meetings like that. During this session, you will obtain tools for creating and developing virtual teams and gain insight on how to develop a virtual culture with trust and powerful relations.
- The why! - Point: Even though you have had challenges from working virtually, this workshop focuses on the benefits and how to overcome the challenges. The main goal is to develop a virtual collaboration consisting of well-functioning collaboration despite culture, geography, etc. in order to establish decisions and roles of communication with transparency and a minimum of ambiguity.
- A definition of distance: Virtual teams differ in the location of the members, the type of communication, and the coordination of team tasks. - Point: Distance is not only a question of geography – social and emotional distance can also cause a feeling of distance. The aim is to minimize distance!
- To solve the challenge of knowledge of the project you can use the ‘team charter’ in order to make sure that the team members know the specific targets of the project related to purpose and performance.
- Aim: To establish common knowledge of the project in order to create a ‘burning platform’ and ambitious targets. Process: Step 1: Define a ‘ burning platform’ – why is the project essential and why is every single team member needed? Step 2: Define specific performance targets. If possible, define very ambitious targets. - Point: Ambitious targets helps to create a ‘we’. If you are going to be able to reach an ambitious target, the group must work together. Nobody can reach the goal alone.
- Group work: try one of the tools! To solve the challenge ‘Physical presence’ use the ‘Performance Pyramid’ or the ‘Team charter’. Try one of the two tools in relation to your own work. Time: 30 minutes.
- How to create strong interpersonal relationships? In the following, we will present two answers to this challenge. The answers present the experiences from leaders (participating in the research mentioned earlier) describing how to solve the specific challenge.
- You can create strong interpersonal relationships through face to face meetings or by creating transparency and openness within the virtual space.
- Aim: Establish trust between you and the team. Minimize conflict between team members. - Point: If you want to establish trust between you and the team and thereby minimize conflict between team members face to face meetings can be the answer. But you might need to re-think the face to face meetings. At these rare meetings you should prioritize informal communication and social interaction in order to establish trust between you and the team and thereby minimize future conflict between team members. To establish strong and well functioning team work, informal social interaction is essential. Trust building activities such as ‘small talk’ and ‘playing’ together are easier to establish virtually, if team members have met face to face.
- You can use the ’Meaningful meetings – how’ to create transparency and openness within the virtual space.
- Aim: Establish transparency and openness within the virtual space. Process: Define roles for clarification related to: - Clear and known agenda Common ground - Clear expectations Clear communications roles - Check in and out - Meeting assessment Decision-making authority - Point: Use the diversity – culture, competencies, and personalities!
- Group work: try one of the tool ! To solve the challenge of ‘Strong interpersonal relationships’ you can use ‘Face to face meetings’ or ‘Meaningful meetings’’ Try one of the two tools in relation to your own work. Time: 30 min
- How to create homogeneity in teams?
- To create a ‘global presence’ to the individual through a flexible and proactive leadership style – you must establish trust.
- Aim: To establish trust in order to create intimacy, visibility, and acknowledgement. The Trust Equation uses four objective variables to measure trustworthiness. These four variables are best described as: Credibility, Reliability, Intimacy, and Self-Orientation. Trust = Credibility + Reliability + Intimacy Self-Orientation T stands for trustworthiness – how much does the employee trust the manager/colleague C stands for credibility – it speaks to words and credentials R is reliability – how others perceive the consistency of our actions, and our actions’ connection with our words (integrity). I is intimacy – how secure or safe the employee feels sharing with us. The lone term in the denominator is Self-Orientation, and it has a double meaning. Partly it’s about selfishness. Are we client-centric for the sake of the client? Or client-centric like a vulture? But Self-orientation is also about our own attention, our focus. Are we listening to learn for our own purposes or just to get enough data to pursue our own hypotheses and ends? Or are we listening to truly hear the client? Are we obsessed by our own desires to succeed or win and by our insecurities? Or do we truly focus on the client, paying attention to whatever it is that helps them succeed or makes them insecure? Only the latter builds deep, long-term relationships. - Point: When we think of trust and what it means, we quickly realize it encompasses many things. We use the word “trust” to: - Interpret what people say - Describe behaviors - Decide if we feel comfortable sharing information - Indicate whether we feel that other people have our interests at heart
- To create a common approach, complementary skills, clear roles, and mutual accountability and commitment you can use the ’Team Charter’.
- Ask the question: What are the essential competences and skills for a manager of virtual teams? In small groups (15 minutes)
- These are the answers of the question above as told by leaders in Danish companies. Read more in: DI Research Report (2014): Global Leadership Competences for the Future – Virtual Collaboration . (link: http://publikationer.di.dk/dikataloger/156/)
- Consider the ”match” between the result of the research and the participants’ suggestions.