Archives For Virtual Teams

In order for virtual teams to succeed, organizational leadership must establish a culture that values teamwork, communication, learning and capitalizing on geographical and functional diversity. The key to developing an organizational culture that supports virtual teams is that everyone across the organization is encouraged and enabled to embrace change and be open to virtual teams right from the start. This begins with senior leadership support and sponsorship – without it,  virtual teams are DOA (Dead on Arrival). It is critical that virtual teams are positioned at the highest levels as vital, value-add resources that provide sustainable competitive advantage for the corporation.

From an organizational perspective, you may want to consider four aspects of leadership that are known to positively impact virtual team performance:

  1. Facilitating open communications
  2. Establishing clear expectations
  3. Allocating resources
  4. Leveraging cultural diversity

Not so different from co-located teams, but considerably more complex in virtual environments. In order to be successful, you will need to have the drive to get things done and impact organizational change.

Not everyone can be a successful virtual team leader. It is a complicated role that involves managing learning and development, cross-cultural interactions and team dynamics (just a few of the intricacies involved in leading teams across boundaries and borders). There are very specific skills and competencies that are vital to engaging this level of complexity. Although there are many important components that will impact your ability to lead successful virtual teams – systems thinking, emotional intelligence and cultural intelligence… just to name a few – there are three qualities that are essential to virtual team leadership: courage, openness and empathy.

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Virtual Success

June 1, 2022 — Leave a comment

Today, in many organizations, a significant amount of work is done virtually. Even in the most provincial of firms, it is rare to find all team members in a single location. Companies frequently choose people from across various global locations to work virtually in an effort to leverage expertise, as well as to save both time and money. With the advent of worldwide crises and events like global pandemics, the context of work is accelerating even more rapidly.

The structure of global business is moving away from traditional hierarchical multinational enterprises to more flexible international arrangements. It has been suggested that organizations will become more flexible, as well as learning and innovation-oriented, and will be realized through the expansion of global virtual teams (GVTs). These multicultural virtual teams provide diverse skill sets, and members’ diverse proficiencies can be leveraged to improve organizational outcomes. As a result, organizing work in GVTs has become the modus operandi. Team members are globally dispersed and heterogeneous across multiple dimensions. Global virtual teams span multiple countries, time zones, cultures, and languages – and they often rely on communication technology rather than face-to-face interaction. GVTs can be seen as catalysts for new forms of organizing, or perhaps even as organizational forms in themselves, changing traditional ideas about organizational boundaries.

The business justification for virtual teams is strong: they leverage expertise and vertical integration across the organization to make resources readily available, as well as increase the overall speed and agility of the organization. In addition, virtual teams draw talent quickly from various functions, locations and cultures. They reduce the disruption to people’s lives because travel becomes less of a necessity and team members can both broaden and deepen their perspectives (and their careers) by working across boundaries and borders on a variety of projects and tasks.

As a leader of virtual teams, your main goal should be to leverage your human capital to its utmost – as quickly as possible.  

Beware: How you choose to manage this process may be the difference between success and failure

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Innovation.   Integration.   Motivation.

Once again, three simple words…

However, each of these is extremely complex and rarely executed.

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In order to win the war for global domination, we must engage both our colleagues and our employees on three key battlefields: Innovation, Integration and Motivation. This week, we will address the second of these combat zones: Integration.

The rapid pace of change and the growing number of collaborative technology solutions has enabled virtual work while the demand for skills from around the world has made it a necessity. However, collaborative teamwork is not intuitive. It’s far more than dealing with technology and time zones – it is about people and the value that cross-cultural, cross-functional integration can bring to the organization. Continue Reading…

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In today’s competitive environment most of us work across borders of one kind or another, but for me it is at the core of what I do… who I am.

The reality is that we live in a global economy – with instantaneous communication, online connectivity, unlimited tools, and the ability to see and interact with people on the other side of the world. You have to pause and ask yourself – how hard can it be to interact successfully with supervisors, subordinates, suppliers, customers, and/or partners from around the world? As it turns out, a whole lot harder than it looks…

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From personal experience, I can tell you that helping people accelerate as effective leaders in a global economy is complex… and critically important. Continue Reading…

Google… On Steroids

September 17, 2014 — Leave a comment

When my daughter, Savannah, was in elementary school she was quite the know it all and acquired the nickname “Google” because she would start nearly every sentence with, “Did you know…” followed by whatever fact fell from her rather significant brain and out of her very pretty, little mouth. Still today, she is not so different… if occasionally more contained.

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As I think about our world today, how we are made up, and the rapidly expanding global marketplace, perhaps we (a little like Savannah) have become Google incarnate:

Google is a vast pool of knowledge – broader and deeper than most of us can even begin to fathom – while, as humans, we are a vast pool of diversity and complexity that spans the globe. We take in information, aggregate it… and determine how we will present it (or not). That is not to say we necessarily understand it…

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While nearly everyone in today’s global workplace recognizes the need (and appreciates the value) of collaborative work, it is not easy – especially when cultural differences, time zone challenges, work and communication styles enter the equation. Despite this, true global collaboration is simply too valuable not to take advantage of because it provides you, as a leader, with a significant opportunity to leverage learning, negotiate meaning, and share aptitudes – creating high potential sources of competitive advantage.

The rapid pace of globalization and the growing number of collaborative technology solutions have enabled virtual work while the demand for skills from around the world have made it a necessity. However, collaborative teamwork in virtual environments is not intuitive. It’s far more than dealing with technology and time zones – it is about people and the value that cross-cultural, virtual collaboration can bring to the organization.

Continue Reading…