Virtual Leadership
Leadership Development Program
AIESEC in Spain
Virtual Leadership
Leadership in a digital age….
PurposeA participative online training
that enables participants to make the shift from ‘physical’
leadership to ‘virtual’ leadership
OutcomesParticipants have: Reflected on their virtual leadership
image and impact
Gained insights on how to effectively lead virtual teams
…
Let’s get started!
But first…
Get your mobile phone!
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)?
Virtual Leadership
We all use the technology…
Challenge is in mindset!
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?
Learning channels
Synchronus A-Synchronus
Co-lo
cated
Virtual
Time
Space
VOIP/Tele-conferences-
Video/web cam conferences
On-line discussions
Chat rooms
Instant messaging
Shared web space
Texting
Wiki
Video
Blog
Workshops Individual learning
Exercise
Communication – the virtual difference –likelihood message gets interpreted correctly
high
low
Face to face interaction
Video conferencingVOIP and teleconferencing with chat facilityTeleconferencing
SMS/ instant messaging
Email/ text
Fax/ letter
AIESEC virtual teams use a lot of a-synchronous communication channels
high
low
Face to face interaction
Video conferencingVOIP and teleconferencing with chat facilityTeleconferencing
SMS/ instant messaging
Email/ text
Fax/ letter
Communication – the virtual difference –likelihood message gets interpreted correctly
high
low
Face to face interaction
Video conferencingVOIP and teleconferencing with chat facilityTeleconferencing
SMS/ instant messaging
Email/ text
Fax/ letterKey areas for VT
effectiveness
Best practice in virtual communication
• Prevent “noise”
• To the point (KISS)
• Deliberately choose communication channel
• Be creative!
• Emotion is the future!!
Best practice in teleconferencing
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
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
CommitmentHow will we do it?
OrientationWhy am I here?
ImplementationWhat, when, who
does what?
Goal clarificationWhat are we doing?
High performingWow!
Trust buildingWho are you?
RenewalWhy continue?
Virtual vs. Physical teams
Virtual teams
How is your virtual teaming
XP?
Structure versus Emergence in VT Planning
Highly structured
‘Picture by
numbers’ project
plan
Emergence
organic activity
driven by deadlines
Structured
spontaneity
- short cycles of
action learning
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
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’
Check out:www.huddle.net
As a virtual leader you
want:
Achievement
Highperforming
team
Clear communication
Smooth functioning
team
Which seems easy when:
You can have impromptu meetings
Hallway conversations
(coffee corner conversations)
Office debriefs(physical team meetings)
Entire team is in the same location
SHIT!
But wait!
GOOD news!!
Choice…
Video
What are you really passionate
about?
How will you share that passion
with people all around the
world?
What is the ‘virtual’ signature / impact you’re leaving behind?
YOUR
Virtual LEADER
Additional information
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”!!!
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
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
World scan of thought leadership in virtual teaming
Organisation Location Key Players Focus
Full Circle
http://www.fullcirc.com
Seattle, USA Nancy White Virtual facilitation training, communities of learning
NetAge – virtual teams
http://www.virtualteams.com
West Newton, Massachusetts, USA
Jessica Lipnack, Jeffrey Stamps
Collaborative software and virtual team skills
Pioneer Spirit
http://www.pioneerspirit.com
Marshall School of Business, USC, California USA
Cristina Gibson, Susan Cohen
Collaborative software, virtual team training
Global Integration
http://www.global-integration.com
UK and US Fons Trompenaars
Remote team training, cross cultural skills
World scan of thought leadership in virtual teaming
Organisation Location Key Players Focus
Pentacle, The Virtual business school
Pentacle, The Virtual business school
Pentacle, The Virtual business school
Pentacle, The Virtual business school
Global Business Network/MIT
http://www.gbn.com
Boston, USA Thomas Malone
Academic –decentralised organisations (The Future of Work)
Grove Consultants
http://www.grove.com
US Drexler/Sibbet
Virtual Team Performance model