Leading and Managing Remote and Virtual Teams

This two-day In-house programme will help managers hone and polish their remote team leadership skills as well as their ability to communicate with a wide range of stakeholders who are dispersed in many different locations and who represent different interests.

In-house Training Services and Consultancy

The concept of dispersed international teams collaborating across geographic and time boundaries has now become a daily reality in global business. Recent economic cutbacks and unexpected phenomena such as the volcanic gas cloud have highlighted the need for organisations to rethink the way they operate internationally.

This two-day In-house programme will help managers hone and polish their remote team leadership skills as well as their ability to communicate with a wide range of stakeholders who are dispersed in many different locations and who represent different interests.

This In-house programme will help your management team to:

  • Distinguish the difference between Remote and Virtual teams
  • Benchmark themselves against the 7 key areas of competence for managing and leading virtual and remote teams
  • Learn about the establishment and implementation of key Team Norms (international best practice)
  • Discover what remote workers need from their management (information and motivation perspective)
  • Become more self-aware and be able to match management skills to the requirements of dispersed stakeholders
  • Explore and examine some of the newly available technologies (e.g. Webex, MS Live Meeting, Telepresence, PowWow etc.)
  • Learn how to handle difficult relationships (from a distance)
  • Gain confidence in managing performance and coaching team members (remote perspective)

Your next step is to call us now on +44 (0)20 7729 6677 or email us at info@falconbury.co.uk or use our contact form and find out how we can help. There are no commitments, and if we cannot help our advice and recommendations are free of charge.

Sample programme - Day one

Introduction

  • Defining and clarifying the terms of reference
  • Distinguishing the difference between Remote and Virtual teams
  • Skills and competencies for remote managing and working ( 7 dimensions tool)
  • Articulating the team’s mission/charter
  • Identifying and clarifying the team’s “operational guidelines”
  • Establishing remote “team norms”
  • Benchmarking and assessing individual competencies

Self/Other Awareness

  • Mapping “stake holders”
  • Understanding ourselves and others (team members, colleagues, bosses, third party interfaces e.g. clients and suppliers)
  • Learning how to work and communicate with a diverse group of individuals from different cultural and functional backgrounds
  • Identifying the different distinctions of ourselves and individual team players – working preferences (DISC/MBTI), Individual Team Styles, Emotional Intelligence, Mindsets and Thinking Styles, Motivation Profiles, Cultural Mapping Tools
  • Creating a Personal Profile document for self and others
  • Discovering and assessing the needs and expectations of remote interfaces
  • Motivating others from a distance (cross cultural and cross functional perspectives)

Communication & Best Practice

  • Developing a communication strategy to work with others across culture and distance – Using the Four Boxes strategy model
  • Cross Cultural Communication – case study (DVD)
  • Remote Management – Tips and Best Practice – group/syndicate work
  • Techniques for building and galvanising the remote team
  • Reinforcing some of the key remote team leader/manager competencies
  • Logistics – managing time differences

Sample programme - Day two

Remote Communication Workshop

  • Exploring some of the latest remote communication tools – WEBEX, Microsoft Live Meeting, Campfire, IM, Intranet and VOIP
  • Dealing with “blind communication”
  • Listening skills and self projection (voice)
  • Persuading and influencing skills and Assertiveness (cross cultural emphasis)
  • Dealing with poor performance
  • Remote coaching skills
  • Motivating individuals from a distance
  • Setting goals for follow-up

Managing Teleconferencing and remote meetings

  • How to structure effective remote meetings
  • Best practice tips for dealing with some of the challenges in dealing with different levels of understanding and participation during the meetings
  • Setting effective boundaries for teleconference sessions
  • Assigning roles to participating team members
  • Encouraging involvement and contribution whilst managing the time
  • Creating templates to guarantee action and commitment
  • Managing the follow-up arrangements

Planning for improvement

  • Identifying strengths and weaknesses
  • Drafting your own improvement plan

Recommended Presenter

Robert Hersowitz has trained and coached over 35,000 senior and middle managers from over 40 countries. He specializes in Management Development and Business Coaching. In the last eight years he has successfully designed and delivered public and in-company programmes on Remote Management. Clients include Amadeus, Elsevier, The Prudential, RTL Luxembourg, Air Products, SAS, EMC, BT, Unisys, Schroders Bank, HSBC, NATO, Deloitte, ABB, Rockwell Collins, The Welsh Assembly Govt., DEK and DSM Maastricht.