Soft Skill Part-5(Leading Virtual Team)
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◦ Existing environment dictates high reliance on effectiveness of leadership of Tech Team and support team scattered over vast geographical boundaries thus consisting of Virtual Project Team and will have to be Remotely Managed. ◦ Virtual Leadership thus generated requires typical fundamentals of Leading People , managing resources in traditional office environment and in magnified in virtual scenario which heightens difficulties in communication ,working target High qualities and time job
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Soft Skill Part-5(Leading Virtual Team)
- 1. Soft Skill Part-5(Leading Virtual Team) An Initiative of Shivnandani Industries Pvt Ltd & Jagdamb Janaki Nawal Janaki Society By Col Mukteshwar Prasad(Retd), M Tech,CE(I),FIE(I),FIETE,FISLE,FInstOD,AMCSI
- 2. Introduction Existing environment dictates high reliance on effectiveness of leadership ◦ Tech Team Scattered over vast geographical boundaries ◦ Support team Virtual Project Team/Remote Management Virtual Leadership thus generated requires ◦ Typical fundamentals of Leading People ◦ Managing resources in traditional office environment ◦ Magnified in virtual scenario Heightens Difficulties in communication working target High qualities Time job
- 3. Introduction.. Hence ◦ Quickly Diagnose and take action to Keep ◦ Confidently Project Team ◦ Completely Relationship Productivity On track outcomes
- 4. 5 core categories of effective leadership skills in virtual project team
- 5. Communicating effectively using tech that fits the situation Key to virtual project team Requires attention Listening Presenting own idea &thought clearly Focus on conveying positive & constructive intent Choosing right technology to quickly& sensitively express clear message Respectfully ensure understanding & expectation to action
- 6. Communicating effectively using tech that fits the situation… Careful diagnosis of any given situation to discern ◦ Task or work objective ◦ Emotional content Deliberate attention ◦ Need of project team ◦ Desire for action or remedy Timely Sensitive manner Effective ground rule is to meet need of project team and leader
- 7. Observable Leadership actions for communicating effectively Modeling org values in members ground rule for all comn Choosing best fit method of comn to meet mutual need and situation best fit comn technology based on need of situation Helping members to apply technology with confidence Formulating objective and delivery plan for comn Linking messages to member’s shared ◦ Purpose ◦ Goals To results ◦ Performance contribution
- 8. Observable Leadership actions for communicating effectively.. Encouraging all members in conversation to participate fully Engage in proactive listening Verify team members understanding message and expectations for action Guiding comn to achieve positive and constructive outcome Coaching and feedback that conveys respect and support
- 9. Factors for communication Communication method ◦ Face to face communication To establish &build trust For delivery of sensitive news Help sensitivity to diversity of all types Important for social contracting Bonding Benefits of human contact on performance Antidote to Anxiety Loss of group cohesion Underperformance Alienation from other members Restlessness
- 10. Factors for communication… Distrust Dissatisfaction Paranoia Indecision confusion Worry Disconnection Mental fatigue Ambiguity Burnout social isolation If properly positioned and managed Face to Face comn can build community and connection to business
- 11. Building Community Sense of community includes ◦ Demonstration of sensitivity to differences ◦ Establishing and adhering to ground rules ◦ Team etiquette of agreement of working rules Trust ◦ Mutual at the beginning of work relationship ◦ Fragile & requires clarity of intent ◦ Action over time to complete commitment consolidates trust ◦ Important for virtual team as people of diverse skill signature/different tech skill work ◦ People of diverse mode are chosen to Stimulate creativity tension Produce heightened creativity &innovation Hence Face to Face meeting to orient constructive intent building on community and trust
- 12. Building Community.. Trust… ◦ Essential for social contracting in case of knowledge workers ◦ Increases when knowledge is willingly shared ◦ Constructive , positive and respectful interaction among members Perception of fairness ◦ Perception of unfairness affects desire to contribute Effort Support to team Goal Perceived Bias Cultural insensitiveness Unethical and unbalance treatment Skeptically withhold /reserve full effort and creativity
- 13. Building Community… Affiliation ◦ Human need for Belonging Identifying with respected group Pursuing worthy objectives or noble purpose Cultivating some level of bonding Important for overcoming social isolation ,alienation, and disconnection
- 14. Building Community.. Rules of etiquettes for community building ◦ Keeping commitments ◦ Providing feedback ◦ Giving everyone equal voice ◦ Sharing important information ◦ Acknowledging preferences for type and frequency of comn ◦ Other unique points for harmonise working
- 15. Observable action for community building Modeling behaviours expected of all members Maintaining self confidence and self esteem of others Demonstrating respect for all members and their opinion Encourage all members to participate fully Focusing on situation ,issues or behaviour not on person Confronting issues with others directly Taking initiative to make things better Keeping confidences Making constructive relationship Keeping commitments Admitting mistakes
- 16. Establishing a purpose Purpose(Attracted great attention) ◦ Clear Common vision Goals & expectations for performance ◦ Inspiring ◦ Shared ◦ Needs deliberate attention for effective leading from distance ◦ Initiative to ensure all members are involved for creating purpose and group vision ◦ Freedom and opportunity to voice opinion Nut shell full involvement for creating purpose and group vision ◦ Foundation for team commitment ◦ Coupled with clear expectations for contribution & measurable performance Effective driving force Self discipline motivation ◦ Combined with Building community can reduce need for Continuous monitoring For Team goals Control mechanism Secret for shifting from control to self management Self coach for Org vision Proj team’s vision Sense of purpose Specific goals 7expectations Essential for Virtual Proj Team undertaking highly creative or innovative approach
- 17. Observable Leadership action Establishing a purpose Sharing info on org mission vision & strategic goal Clarifying rationale for intent of strategic goal Clear expectations for contribution & measurable result Involvement of members in decision affecting their work Seeking ideas and opinions from members Ensuring needs of customer in planning work Use org core values to guide members’ planning ,decision &action Promoting creativity & innovation in new goal& opportunity planning Helping members to have positive approach to Org need Challenging assumptions that inhibit progress Flexibility in adapting to changes in goals & expectations
- 18. Leading by example Need to make “Out of sight “contribution as visible as possible Members need to know ◦ How their role and responsibility contribute to group /org goal ? ◦ How needs of customers are met by their contribution? ◦ How to self direct and self discipline their work on clear priorities? ◦ How to deliver visible measurable outputs in key process or self track their contribution and measurable progress towards specific goals? ◦ Project teams Critical path for specific goals attention on each member contribution or process at each step of the way Interdependencies among members Information /output delivery when and what condition Managing intersections of mutual accountability or hands off Goal directed self discipline for ◦ essential task contribution with Visibility Measurable Manger’s role shifted to members with ◦ Personal responsibility ◦ Ownership of result ◦ Leading to More energy Creativity Innovation Probably greater result
- 19. Leading by example Each opportunity of communication Face to face or frequent electronic focus on visible measurable contribution which produce result with high impact Leadership ◦ inspires to meet and exceed expectations ◦ Understand capabilities required and ensure equipping each members with necessary skill and knowledge ◦ Ensure equipment and tools to achieve result ◦ Must ask right questions ◦ Stay alert to coach members early ◦ Provide constructive feedback ◦ Reinforce contribution
- 20. Observable Leadership actionfor Leading by Example Linking work contribution to Org goal Ensure members know how their contribution affect members Help members understand their role Emphasise variable goal setting and identification of visible contribution Tracking contributions and measurable progress on goal Ensure members complete appropriate planning to achieve result Inspire members to reach or exceed expectations Goal directed self discipline in completing daily work Use performance contribution and result to guide comn and agenda Opportunity to recognise member’s contribution
- 21. Coordinating and collaborating across boundaries Extending same level of ◦ Mutual trust to other individuals or groups with in org ◦ Respect customers ◦ Teamwork suppliers ◦ Collaboration ◦ Focus on contribution Means smooth co-ordination of key processes /project across geographical boundaries Info/assistance outside team’s capability to be provided Project team must remove ◦ Protective “Firewalls” ◦ Diagnose and handle differences ◦ Challenge assumptions ◦ Diffuse potential for conflict
- 22. Effective observable actions for co-ordination & collaborations Seeking ways to build teamwork and collaboration across groups &functions Establish mutual involvement in situation that cross Org boundaries Link need for collaboration with need of org &customer Help members plan, co-ordinate, & implement projects across boundaries Help members diagnose and solve problem Help track progress of project /process across boundaries Asking for support and return for favour Challenge un necessary barriers Help to move from conflict to collaboration Help locate opportunity for improvement in project/process
- 23. Conclusion Effective leaders adjust communication and technology to secure clear image of far off places Diagnose quickly and skillfully based on snapshots mail/messages to determine course of action to achieveresult