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Global
Virtual
Teamwork
Roadmap



1 Achieving virtual team collaboration

2 Generating team spirit
-Cooperation & Convergence
                                                                                                            Global
                                                                                                        Virtual Teams
3 Being inclusive
-Cultural Intelligence

4 Synchronizing
-Coordination & Communication

5 Leveraging expertise
-Capability




                                © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   2
What makes virtual collaboration difficult?




                  © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   3
Overcoming the barriers




                 © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   4
The 6C framework

Trusting relationships

Supporting alignment                                              Isolation
                                                                      
                                                                Engagement

Synchronized workflows
                                                              COOPERATION
Leveraging expertise

Shared understandings

Being inclusive                                                 Successful
                                                                  GVTs




                             Confusion                                                             Fragmentation
                                                                                                        
                              Clarity                           CAPABILITY                            Cohesion




                         © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   5
Roadmap


1 Achieving virtual team collaboration

2 Generating team spirit
-Cooperation & Convergence
                                                                                                            Global
3 Being inclusive                                                                                       Virtual Teams
-Cultural Intelligence

4 Synchronizing
-Coordination & Communication

5 Leveraging expertise
-Capability




                                © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   6
Cooperation & Convergence: Mindsets




         COOPERATION




                                            We help each other
         Mindsets
                                            We pull in the same direction



         CAPABILITY




                       © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   7
Take away | Cooperation


Key team member responsibilities
How can team members help each other cooperate?



 ●   Build trust by increasing openness
 ●   Develop swift trust through relationships and deepen that trust by proving
     yourself
 ●   Keep promises
 ●   Be accessible
 ●   Treat everyone with respect and consideration
 ●   Fix problems, do not blame




                              © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   8
Convergence: Pulling in the same direction

 Metrics and Monitoring Procedures
 Daily/Weekly/Monthly Validation                                                           Mission
                                                                                            Team Charter, including:
                                      Performance                                                 scope and strategy
                                                                     Purpose                      success criteria
                                       Indicators




                                                MARKERS
                                                                                                      Clear Global Objectives
 Definition of team values                                                                           Optimised Regionally/
 Operating principles        Principles                                    Priorities                 Locally
                                                                                                      Updated when
                                                                                                       required



                                                       Plans

                                                                              Resources and Support
                                                                              Timelines and Budgets
                                                                              Team Organization and Roles
                                                                              Authority & decision making guidelines
                                                                              Define extent of local / regional flex

                                         © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   9
Take away | Convergence


Key team member responsibilities
How can you make sure you all pull in the same direction?



 ●   Follow a shared purpose
 •   Have shared priorities
 ●   Have a plan in place
 •   Work according to a set of team principles
 •   Measure team performance




                              © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   10
Roadmap



1 Achieving virtual team collaboration

2 Generating team spirit
-Cooperation & Convergence                                                                                   Global
                                                                                                         Virtual Teams
3 Being inclusive
-Cultural Intelligence

4 Synchronizing
-Coordination & Communication

5 Leveraging expertise
-Capability




                                © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   11
Cultural intelligence: Mindset




          COOPERATION




          Mindsets                            We play well together




          CAPABILITY




                        © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   12
The TMA Worldprism™


                                              RELATING




 REASONING



                                                                           REGULATING

                                                CULTURAL LENS
                           History           Geography                Language               Religion


               © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   13
Cultural Intelligence

             RELATING -      How we interact

                     TASK                                                                             RELATIONSHIP

                  EXPLICIT                                                                            IMPLICIT

               INDIVIDUAL                                                                             GROUP


             REGULATING -       How we manage
 Person A




                                                                                                                                        Person B
              RISK TAKING                                                                           RISK AVOIDING

                   TIGHT                                                                            LOOSE

                  SHARED                                                                            CONCENTRATED


             REASONING -       How we think

                    LINEAR                                                                            CIRCULAR

                    FACTS                                                                             THINKING

                    SIMPLE                                                                            COMPLEX


                                       © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   14
Take away | Cultural Intelligence


 Key team member responsibilities
 How can team members play well together?



 •   Understand the factors that influence culture
 •   Recognize, acknowledge and respect cultural difference
 •   Avoid stereotypes
 •   Use the TMA Worldprism™ to profile cultural difference to understand
     areas that impact on business activities
 •   Adapt working styles and preferences to work well with other cultures and
     generate business value
 •   Be aware of the virtual environment




                              © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   15
Roadmap



1 Achieving virtual team collaboration

2 Generating team spirit
-Cooperation & Convergence
                                                                                                             Global
                                                                                                         Virtual Teams
3 Being inclusive
-Cultural Intelligence

4 Synchronizing
-Coordination & Communication

5 Leveraging expertise
-Capability




                                © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   16
Synchronization: Mindsets




         COOPERATION




                                          We work together
         Mindsets

                                          We pay attention to each other


         CAPABILITY




                       © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   17
Coordination: Mindset




         COOPERATION




         Mindsets


                                          We work together

         CAPABILITY




                       © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   18
Coordination: Clarity



                            Work Analysis
                        What needs to be done




                    Roles & Responsibilities
                       Who will do what & when



                                                                 Shared Tools
      Shared Processes                                          & Technologies
       How tasks are done
                                                How information is created & shared



                     Operating Agreements
                    How we do things around here



                        © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   19
Take away | Coordination


 Key team member responsibilities
 How can you work well together to support coordination?


 •   Be aware of local priorities and time zone differences of other team
     members
 •   Ensure you understand and know how to follow shared team procedures
 •   Be clear on roles and responsibilities for you and your team members
 •   Check for mutual understanding
 •   Use technologies to be coordinated synchronously and asynchronously
 •   Engage in regular formal and informal communication




                              © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   20
Communication: Mindset




                                                                      COOPERATION




                                                                     Mindsets




 We pay attention to each other
                                                                       CAPABILITY




                     © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   21
Communication protocols: Best practices



• Make sure the right information is getting to the right people at the
  right time and in the right format


• Use a variety of collaborative technologies


• Develop explicit agreements on which media channels to use for
  specific types of communication


• Provide frequent and timely information and feedback




                           © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   22
Take away | Communication

Key team member responsibilities
How can you ensure team members pay attention to each other?


 •   Make sure the right information gets to the right people at the right time
     and in the right format
 •   Follow agreed protocols and use a variety of tools for effective
     communication:
        Which tool
        When to use
        Why to use
 •   Follow agreed best practice on how to use:
        Emails: Include prefixes, project details, actions, times and dates, adopt
         written communication best practice
        Virtual meeting processes: Before, during and after




                                  © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   23
Roadmap



1 Achieving virtual team collaboration

2 Generating team spirit
-Cooperation & Convergence
                                                                                                             Global
                                                                                                         Virtual Teams
3 Being inclusive
-Cultural Intelligence

4 Synchronizing
-Coordination & Communication

5 Leveraging expertise
-Capability




                                © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   24
Capability: Mindsets




          COOPERATION




          Mindsets



                                               We share what we have

           CAPABILITY




                        © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   25
Making best use of diverse expertise

            Disturbers                                                   Destructors
    Generate and shape knowledge                            Block and distort knowledge

          Experimenters                                            Blockers      Charlatans
          Originators                                              Chaotics      Escalators
          Questioners                                              Hoarders      Toxics
          Transformers                                             Whirling Dervishes
          Seekers
                                    Knowledge
                                     Labyrinth




                                     Mobilizers
                     Communicate and use knowledge
              Accelerators             Amplifiers                         Channelers
              Implementers             Integrators                        Multipliers
              Prioritizers             Sense Makers                       Validators




                             © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   26
Take away | Capability

Key team member responsibilities
How can you and the team share what you have?


• Promote constructive team roles
• Challenge (constructively) negative team roles
• Communicate your knowledge, skills and experiences
• Identify your strengths and developmental areas
• Take the lead when you have the requisite knowledge or skills for a situation
• Create opportunities for sharing your knowledge, skills and best practices
  with the team and learning from others
• Pay attention to the capability needs of the team as a whole and identify
  how you could help meet those needs




                              © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   27
Thank you for your participation

                  Please visit our website
              www.tmaworld.com
                       Get in touch!


          Contact us at enquiries@tmaworld.com

      or Eugene directly at epiccinini@tmaworld.com




TMA World is a leader in developing talent for the global workplace.

                        © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   28
TMA World is a leader in developing talent for the
global workplace. Across 50 countries we apply
a blend of experiential workshops and e-learning
methodologies to enable individuals at all levels to
lead and collaborate across distances and difference:
   Develop leaders - who possess appropriate global mindsets and competencies
   Engage global teams - to collaborate seamlessly and support international growth
   Achieve consistency - across cultures, methodologies and management
   Harmonize cross-border relationships - both internally and externally
   Unify your people - to enable the free flow of ideas and skills globally


To find out more about how we can help you address your learning and development
challenges, please contact us at enquiries@tmaworld.com or visit our website
www.tmaworld.com


London   New York     San Francisco        Hong Kong              Singapore            Bangalore             Moscow

                                 © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   29
TMA World Publications
Written by Terence Brake, President, TMA World-Americas                                        http://virtualteamwork.blogspot.com

       Where In The World Is My Team? Making a success of your virtual
       global workplace                                                                          THE FUTURE OF VIRTUAL
       ‘Where In The World Is My Team? Making a success of your virtual global
                                                                                                 TEAMWORK &
       workplace’ addresses the issues of ‘Sanity, Survival and Success in Global                COLLABORATION
       Teams’. Tools, theories and concepts are introduced to help businesspeople
       working internationally to understand and develop the competencies required to            The work revolution is here and
       manage and lead global teams.                                                             now! This blog builds on the
                                                                                                 work of my new book -
       The Global Leader: Critical Factors For Creating The World Class                          Where in the World is My Team?
       Organization                                                                              by discussing the latest thinking
       Globalization may have become a cliché, but that doesn’t make it any less real or         on virtual teamwork and
       any easier to achieve and sustain. Global competitiveness requires continuous             collaboration. Enjoy!
       attention to core capabilities. ‘The Global Leader’ addresses one of the most
       critical capabilities needed for winning in this new business environment: a
       company’s ability to develop global leaders throughout its organization.


       Managing Globally
       ‘Managing Globally’ is a practical, self-help guide to help you develop key
       management skills for working with other cultures. Packed with essential tips and
       advice you will learn how to adapt to different working practices, from
       overcoming language barriers, making presentations and carrying out
       negotiations to working in global teams and managing conflict.


       Manager's Handbook
       A comprehensive guide to learning key management skills, understanding core
       business concepts, and planning a successful career, ‘Manager's Handbook’ is
       both an introduction for new managers and an up-to-date reference for
       experienced managers and those working in new businesses.


                                                © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc]   30

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Successful Global Virtual Teamwork

  • 2. Roadmap 1 Achieving virtual team collaboration 2 Generating team spirit -Cooperation & Convergence Global Virtual Teams 3 Being inclusive -Cultural Intelligence 4 Synchronizing -Coordination & Communication 5 Leveraging expertise -Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 2
  • 3. What makes virtual collaboration difficult? © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 3
  • 4. Overcoming the barriers © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 4
  • 5. The 6C framework Trusting relationships Supporting alignment Isolation  Engagement Synchronized workflows COOPERATION Leveraging expertise Shared understandings Being inclusive Successful GVTs Confusion Fragmentation   Clarity CAPABILITY Cohesion © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 5
  • 6. Roadmap 1 Achieving virtual team collaboration 2 Generating team spirit -Cooperation & Convergence Global 3 Being inclusive Virtual Teams -Cultural Intelligence 4 Synchronizing -Coordination & Communication 5 Leveraging expertise -Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 6
  • 7. Cooperation & Convergence: Mindsets COOPERATION We help each other Mindsets We pull in the same direction CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 7
  • 8. Take away | Cooperation Key team member responsibilities How can team members help each other cooperate? ● Build trust by increasing openness ● Develop swift trust through relationships and deepen that trust by proving yourself ● Keep promises ● Be accessible ● Treat everyone with respect and consideration ● Fix problems, do not blame © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 8
  • 9. Convergence: Pulling in the same direction  Metrics and Monitoring Procedures  Daily/Weekly/Monthly Validation  Mission  Team Charter, including: Performance  scope and strategy Purpose  success criteria Indicators MARKERS  Clear Global Objectives  Definition of team values  Optimised Regionally/  Operating principles Principles Priorities Locally  Updated when required Plans  Resources and Support  Timelines and Budgets  Team Organization and Roles  Authority & decision making guidelines  Define extent of local / regional flex © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 9
  • 10. Take away | Convergence Key team member responsibilities How can you make sure you all pull in the same direction? ● Follow a shared purpose • Have shared priorities ● Have a plan in place • Work according to a set of team principles • Measure team performance © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 10
  • 11. Roadmap 1 Achieving virtual team collaboration 2 Generating team spirit -Cooperation & Convergence Global Virtual Teams 3 Being inclusive -Cultural Intelligence 4 Synchronizing -Coordination & Communication 5 Leveraging expertise -Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 11
  • 12. Cultural intelligence: Mindset COOPERATION Mindsets We play well together CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 12
  • 13. The TMA Worldprism™ RELATING REASONING REGULATING CULTURAL LENS History Geography Language Religion © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 13
  • 14. Cultural Intelligence RELATING - How we interact TASK RELATIONSHIP EXPLICIT IMPLICIT INDIVIDUAL GROUP REGULATING - How we manage  Person A Person B RISK TAKING RISK AVOIDING TIGHT LOOSE SHARED CONCENTRATED REASONING - How we think LINEAR CIRCULAR FACTS THINKING SIMPLE COMPLEX © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 14
  • 15. Take away | Cultural Intelligence Key team member responsibilities How can team members play well together? • Understand the factors that influence culture • Recognize, acknowledge and respect cultural difference • Avoid stereotypes • Use the TMA Worldprism™ to profile cultural difference to understand areas that impact on business activities • Adapt working styles and preferences to work well with other cultures and generate business value • Be aware of the virtual environment © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 15
  • 16. Roadmap 1 Achieving virtual team collaboration 2 Generating team spirit -Cooperation & Convergence Global Virtual Teams 3 Being inclusive -Cultural Intelligence 4 Synchronizing -Coordination & Communication 5 Leveraging expertise -Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 16
  • 17. Synchronization: Mindsets COOPERATION We work together Mindsets We pay attention to each other CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 17
  • 18. Coordination: Mindset COOPERATION Mindsets We work together CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 18
  • 19. Coordination: Clarity Work Analysis What needs to be done Roles & Responsibilities Who will do what & when Shared Tools Shared Processes & Technologies How tasks are done How information is created & shared Operating Agreements How we do things around here © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 19
  • 20. Take away | Coordination Key team member responsibilities How can you work well together to support coordination? • Be aware of local priorities and time zone differences of other team members • Ensure you understand and know how to follow shared team procedures • Be clear on roles and responsibilities for you and your team members • Check for mutual understanding • Use technologies to be coordinated synchronously and asynchronously • Engage in regular formal and informal communication © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 20
  • 21. Communication: Mindset COOPERATION Mindsets We pay attention to each other CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 21
  • 22. Communication protocols: Best practices • Make sure the right information is getting to the right people at the right time and in the right format • Use a variety of collaborative technologies • Develop explicit agreements on which media channels to use for specific types of communication • Provide frequent and timely information and feedback © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 22
  • 23. Take away | Communication Key team member responsibilities How can you ensure team members pay attention to each other? • Make sure the right information gets to the right people at the right time and in the right format • Follow agreed protocols and use a variety of tools for effective communication:  Which tool  When to use  Why to use • Follow agreed best practice on how to use:  Emails: Include prefixes, project details, actions, times and dates, adopt written communication best practice  Virtual meeting processes: Before, during and after © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 23
  • 24. Roadmap 1 Achieving virtual team collaboration 2 Generating team spirit -Cooperation & Convergence Global Virtual Teams 3 Being inclusive -Cultural Intelligence 4 Synchronizing -Coordination & Communication 5 Leveraging expertise -Capability © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 24
  • 25. Capability: Mindsets COOPERATION Mindsets We share what we have CAPABILITY © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 25
  • 26. Making best use of diverse expertise Disturbers Destructors Generate and shape knowledge Block and distort knowledge Experimenters Blockers Charlatans Originators Chaotics Escalators Questioners Hoarders Toxics Transformers Whirling Dervishes Seekers Knowledge Labyrinth Mobilizers Communicate and use knowledge Accelerators Amplifiers Channelers Implementers Integrators Multipliers Prioritizers Sense Makers Validators © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 26
  • 27. Take away | Capability Key team member responsibilities How can you and the team share what you have? • Promote constructive team roles • Challenge (constructively) negative team roles • Communicate your knowledge, skills and experiences • Identify your strengths and developmental areas • Take the lead when you have the requisite knowledge or skills for a situation • Create opportunities for sharing your knowledge, skills and best practices with the team and learning from others • Pay attention to the capability needs of the team as a whole and identify how you could help meet those needs © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 27
  • 28. Thank you for your participation Please visit our website www.tmaworld.com Get in touch! Contact us at enquiries@tmaworld.com or Eugene directly at epiccinini@tmaworld.com TMA World is a leader in developing talent for the global workplace. © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 28
  • 29. TMA World is a leader in developing talent for the global workplace. Across 50 countries we apply a blend of experiential workshops and e-learning methodologies to enable individuals at all levels to lead and collaborate across distances and difference: Develop leaders - who possess appropriate global mindsets and competencies Engage global teams - to collaborate seamlessly and support international growth Achieve consistency - across cultures, methodologies and management Harmonize cross-border relationships - both internally and externally Unify your people - to enable the free flow of ideas and skills globally To find out more about how we can help you address your learning and development challenges, please contact us at enquiries@tmaworld.com or visit our website www.tmaworld.com London New York San Francisco Hong Kong Singapore Bangalore Moscow © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 29
  • 30. TMA World Publications Written by Terence Brake, President, TMA World-Americas http://virtualteamwork.blogspot.com Where In The World Is My Team? Making a success of your virtual global workplace THE FUTURE OF VIRTUAL ‘Where In The World Is My Team? Making a success of your virtual global TEAMWORK & workplace’ addresses the issues of ‘Sanity, Survival and Success in Global COLLABORATION Teams’. Tools, theories and concepts are introduced to help businesspeople working internationally to understand and develop the competencies required to The work revolution is here and manage and lead global teams. now! This blog builds on the work of my new book - The Global Leader: Critical Factors For Creating The World Class Where in the World is My Team? Organization by discussing the latest thinking Globalization may have become a cliché, but that doesn’t make it any less real or on virtual teamwork and any easier to achieve and sustain. Global competitiveness requires continuous collaboration. Enjoy! attention to core capabilities. ‘The Global Leader’ addresses one of the most critical capabilities needed for winning in this new business environment: a company’s ability to develop global leaders throughout its organization. Managing Globally ‘Managing Globally’ is a practical, self-help guide to help you develop key management skills for working with other cultures. Packed with essential tips and advice you will learn how to adapt to different working practices, from overcoming language barriers, making presentations and carrying out negotiations to working in global teams and managing conflict. Manager's Handbook A comprehensive guide to learning key management skills, understanding core business concepts, and planning a successful career, ‘Manager's Handbook’ is both an introduction for new managers and an up-to-date reference for experienced managers and those working in new businesses. © Transnational Management Associates Ltd. All Rights Reserved. [Global virtual teams vc] 30