Manage

Donalee Frary, M.S.

Copyright © 2012 Dale Carnegie & Associates, Inc. 290 Motor Parkway Hauppauge, NY 11788

the U.S. Copyright Act of 1976, no part of this publication may be reproduced, distributed, or transmitted in any form or by any means, or stored

in a database or retrieval system, without prior written perm

Manage Virtual Teams

Donalee Frary, M.S.

Copyright © 2012 Dale Carnegie & Associates, Inc. 290 Motor Parkway Hauppauge, NY 11788 All rights reserved. Except as permitted under

publication may be reproduced, distributed, or transmitted in any form or by any means, or stored

a database or retrieval system, without prior written permission of the publisher. Printed in the U.S.A. ISO-404-PD-PM

All rights reserved. Except as permitted under

publication may be reproduced, distributed, or transmitted in any form or by any means, or stored

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Table of Contents

Manage Virtual Teams

Introduction and Objectives ................................................................. 1

Success Factors ............................................................................ 2

Kick Off Meetings……………………………………………………………………..3

Clarify Expectations ..................................................................... 4

Human Relations Principles ......................................................... 5

Barriers to Virtual Communication .............................................. 6

Types of Virtual Communication ................................................. 7

Collaboration Tools ...................................................................... 8

Conducting Virtual Meetings ....................................................... 9

Virtual Coaching ........................................................................... 9

Virtual Leadership Plan………………………………………………………………10

Introduction

MANAGE

Several factors have led to the emergence of a new form of team working.

Wi-Fi, and low-cost telecoms such as instant messaging and

commonplace, home-working and teleworking

provided organizations with numerous economic alternatives to the traditional face

structure.

Overall, virtual teams are very similar to traditional teams. However, communication and team building

occur more naturally in face-to-face teams. Because of this, leaders of virtual teams should take

deliberate actions to build in activities

help equip leaders with the knowledge and skills necessary to lead virtual teams to new levels of

effectiveness.

Objectives

•••• Create a virtual team environment based on relationships and camaraderie

•••• Establish clear team expectations based on mutual trust and respect

•••• Communicate effectively and use technology that fits the situation

•••• Identify ways to foster an environment of virtual teamwork, group effort, and cooperation

D A L E C A R N E G I E ® D I G I T A L

MANAGE VIRTUAL TEAMS

Several factors have led to the emergence of a new form of team working. As Virtual Private Networks,

cost telecoms such as instant messaging and video chat become more reliable and

working and teleworking become an option for many teams. This option has

with numerous economic alternatives to the traditional face-to

ms are very similar to traditional teams. However, communication and team building

face teams. Because of this, leaders of virtual teams should take

deliberate actions to build in activities and practices that are vital to team success. This workshop

help equip leaders with the knowledge and skills necessary to lead virtual teams to new levels of

Create a virtual team environment based on relationships and camaraderie

expectations based on mutual trust and respect

Communicate effectively and use technology that fits the situation

oster an environment of virtual teamwork, group effort, and cooperation

D A L E C A R N E G I E ® D I G I T A L | 1

As Virtual Private Networks,

video chat become more reliable and

. This option has

to-face team

ms are very similar to traditional teams. However, communication and team building

face teams. Because of this, leaders of virtual teams should take

team success. This workshop will

help equip leaders with the knowledge and skills necessary to lead virtual teams to new levels of

oster an environment of virtual teamwork, group effort, and cooperation

2 | M a n a g e V i r t u a l T e a m s

Success Factors

There are five keys to achieving success on a

contributes differently to a fully functional virtual team.

factors.

Notes:

V i r t u a l T e a m s

achieving success on a virtual team. Although all of these factors are related, each

to a fully functional virtual team. In this workshop, we will discuss each of these

factors are related, each

scuss each of these

Kick Off Meetings

When a new team is forming or beginning a new big project, a kick off meeting could be just what you

need to generate excitement and enthusiasm, while also relaying important information and building

connections between team members.

•••• Have fun!

•••• Set the precedent for future

•••• Use an engaging communication method

•••• Practice using tools

•••• Review roles and responsibilities

•••• Set deadlines

•••• Schedule 1:1 meetings afterward

Connection

Confidence

Communication

Collaboration

Commitment

D A L E C A R N E G I E ® D I G I T A L

Kick Off Meetings

beginning a new big project, a kick off meeting could be just what you

need to generate excitement and enthusiasm, while also relaying important information and building

connections between team members.

Set the precedent for future interaction

Use an engaging communication method

Review roles and responsibilities

Schedule 1:1 meetings afterward

D A L E C A R N E G I E ® D I G I T A L | 3

beginning a new big project, a kick off meeting could be just what you

need to generate excitement and enthusiasm, while also relaying important information and building

4 | M a n a g e V i r t u a l T e a m s

Clarify Expectations

Virtual working can seem ambiguous at times. To avoid any confusion among team members, make

your expectations clear. Link your expectations to the goals of your department or organization. Help

team members understand what you expect of them, what they can expect of you, and what they can

expect of each other.

•••• Prevent conflict and confusion

•••• Remove ambiguity •••• How much flexibility is allowed? •••• How will we communicate? •••• How will projects be tracked?

Expectations Chart Complete the following chart, thinking of your team:

D A L E C A R N E G I E ® D I G I T A L | 5

Human Relations Principles

1. Don’t criticize, condemn, or complain.

2. Give honest, sincere appreciation.

3. Arouse in the other person an eager want.

4. Become genuinely interested in other people.

5. Smile.

6. Remember that a person’s name is to that person the sweetest and most important sound in

any language.

7. Be a good listener. Encourage others to talk about themselves.

8. Talk in terms of the other person’s interests.

9. Make the other person feel important—and do it sincerely.

Notes:_______________________________________________________

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6 | M a n a g e V i r t u a l T e a m s

Barriers to Virtual Communication

Any type of communication can be interrupted or misinterpreted. When working virtually, we

encounter a different set of communication barriers, or filters, than in traditional teams.

Internal Filters:

•••• Attitude about virtual teamwork

•••• Past experience with communication method •••• ____________________________________ •••• ____________________________________

External Filters:

•••• Reliability of internet connection

•••• Technological “glitches” of communication tools •••• _______________________________________ •••• ________________________________________

Types of Virtual Communication

With multiple communication tools available, we should use the

technology that best fits the situation.

Phone:

E-mail:

Instant Message:

Video Chat:

Notes:

Notes:

Notes:

Notes:

D A L E C A R N E G I E ® D I G I T A L

Types of Virtual Communication

With multiple communication tools available, we should use the

technology that best fits the situation.

D A L E C A R N E G I E ® D I G I T A L | 7

8 | M a n a g e V i r t u a l T e a m s

Collaboration Tools

The rapid technological advances of this era have led to many tools and technologies that virtual teams

can use to not only communicate, but collaborate in real-time. Some of these tools include web

conferencing, file sharing, and document collaboration. These methods can simulate a face-to-face

environment, allowing group brainstorming, planning, and true synchronous collaboration.

Web Conferencing:

File Sharing:

Document collaboration:

Notes:

Notes:

Notes:

Conducting Virtual Meetings

In traditional teams, we can tell if team members are participating

In virtual teams, it can be difficult to know if team members are multi

your meetings to maximize participation

Before

•••• Send materials at least 24

hours in advance

•••• Log-in 10 minutes early for

small talk and to make sure

technology and audio

connections run smoothly

Virtual Coaching

Feedback and coaching may be even more important

teams. The following model will help you bring out the best in your team!

Listen, Observe, Evaluate

Identify an Opportunity

Cushion

Provide Action, Benefit, Context

Reinforce

D A L E C A R N E G I E ® D I G I T A L

Conducting Virtual Meetings

team members are participating in meetings by their body language.

difficult to know if team members are multi-tasking or “zoning out.” Design

your meetings to maximize participation and engagement!

During After

•••• Encourage and recognize

participation

•••• Keep things moving – use

visuals!

•••• Take turns keeping meeting

minutes

•••• Start and end on time

•••• Keep duration to an hour and

a half maximum

•••• Email action items and due

dates

may be even more important when working remotely than in face

The following model will help you bring out the best in your team!

Listen, Observe, Evaluate

Identify an Opportunity

Provide Action, Benefit, Context

Reinforce

D A L E C A R N E G I E ® D I G I T A L | 9

in meetings by their body language.

tasking or “zoning out.” Design

After

Email action items and due

working remotely than in face-to-face

10 | M a n a g e V i r t u a l T e a m s

Virtual Leadership Plan

Use this to guide your action plan in your own team!

How will you bring the

team together and

prepare for the

project?

What communication

and collaboration tools

will you use? How will

you make sure team

members are

comfortable with

them?

What other techniques

will you utilize to

transform your team

into an engaged, high-

performance team?

Additional notes