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Leading global teams

The presentations gives an overview of the special challenges of global (and remote) teams and how to face them.
by

Thomas Engelhardt

on 4 September 2012

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Transcript of Leading global teams

Leading global teams about virtual teams leading diverse and cross-cultural teams virtual communication language comunication problems questions:
Teamentwicklung mit Diversity Management“, Seite 28
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desired state and development priorities goals/vision virtual relationship and trust building cross-cultural issues diversity: different identities and backgrounds exercises team leadership team performance Global team challenges:
Global teams can face the same challenges as domestic teams, namely: lack of a clear understanding of corporate objectives, improper alignment of individual team member goals, and an imbalance of skill sets to allow the team to execute the needed tasks optimally.
In addition, these global team challenges are further complicated by geographic distance, language differences and cultural diversity, all of which create communication barriers that can impede team performance.
Overcoming these challenges requires a balancing of team member relationships and the desired performance outcomes.
Tasks are nowadays increasingly assigned to teams composed of diverse members, e.g. from different countries/cultures, who have to work together regardless of country borders or time zones.
This causes special challenges for all parties involved in such work settings.
Sweeping changes in new business models (virtual and mobile teams), enhanced technology tools (Web-conferences and collaborative software) and the emerging power of social media (Twitter, Face book, LinkedIn etc.) are impacting how global teams are being utilized.
Collectively, these factors are creating workforces and operating environments that are as varied and geographically diverse as the businesses themselves. Increasingly, executives of international companies are faced with challenges, including:
Building cross-functional and multicultural teams for critical global projects
Aligning cross-functional, global teams in a time-challenged M&A or restructuring environment
Downsizing globally while retaining precious ‘human capital’ necessary for maintaining productivity Verständnis der eigenen Kultur(en) und der der anderen Teammitglieder:
regeln
Umgangsweisen
Kommunikationen
Glaubensvorstellungen Challenge: Balancierung von Unterschieden und Gemeinsamkeiten:
Unterschiede und Gemeinsamkeiten in der Gruppe sichtbar uns Besprechbar machen, um in einen produktiven Verhandlungsprozess in der Gruppe zu kommen
wie viel Unterschiedlichkeit ist möglich
wie viel Gemeinsamkeit nötig, um die gemeinsame Aufgabe zu lösen? Metakommunikation zum Umgang mit interkulturellen Unterschieden im Team:
wie wollen wir darüber reden?
Wie wollen wir mit Unterschieden umgehen?
Wie wollen wir unsere Zusammenarbeit diesbezüglich reflektieren? We consult in teams of two consultants accordingly to the resulting increase of complexity in global teams. We try to reflect the diversity that exists within the team by a diverse consulting system (men and woman, different languages and cultural backgrounds, different professions, different ages etc.)
We take into consideration the often postulated focus on both differences and commonalities. And we consider the dynamics within team processes.
We combine popular inter cultural models with a systemic approach as well as with knowledge about group dynamics in order to make sure that a productive outcome is possible in the consulting process.
We use generalizing models (such as cultural dimension) as hypothesizes which we reflect and correct through individual reflection and team discussions
In doing do we work on three levels:
Individual reflection with the participants' own culture
which is then combined with those of the other team members in altering face-to-face communication settings of two team members (looking for differences and commonalities)
And then finally the group's specific team culture (as part of the organizational culture) is addressed and discussed (communication, decision making and conflict resolution rules) through the evaluation of a jointly produced team culture profile In einer Sprache kommunizieren, die nicht die Muttersprache ist
Unterschiede zwischen Englischen Muttersprachlern und nicht-Muttersprachlern
Dialekte und lokale Ausdrücke

language fluency and speaking accents initial consultation/
assessment contract evaluation & follow-up (virtual) vision, goal setting, role defining (team charter) Individual and team assessments:
DISC
Cultural orientation indicator: individual and joint preferences in each cultural dimension
Inclusive leadership performance (ILP): http://www.tmcorp.com/Online-Learning/Assessments/Inclusive-Leadership-Profile-ILP/38/
360-degree-assessments: We offer custom team 360 degree assessments at the beginning, at mid-project and end-of-study
virtual team effectiveness assessment (www.virtualeteams.com) What is our common identity and culture?
Which (cultural) differences exist in our team due to the individual backgrounds?
how do we use the diversity to achieve our goals?
What rules do we need to use it more? Consulting questions: Welche Unterschiede bringen die Teammitglieder mit?
Welche Ähnlichkeiten sind zu erkennen?
Welches Bewusstsein für Unterschiede haben die Einzelnen Verstehen Die diese als Störung oder Potenzial?
Was verbindet das Team?
Wie erreiche ich im Team eine hohe Identifikation mit den Zielen?
Wie wirken sich Unterschiede und Ähnlichkeiten auf die Zusammenarbeit im Team und auf die Zielerreichung aus?
Welche Unterschiede erweisen sich als relevant für die Team-Performance?
Wie ausgeprägt ist meine eigene Kompetenz im Umgang mit Vielfalt? Face-to-face team-meetings to discuss the team vision, discuss and debate the issues and pland and build trust commitments and normative Team Operating Agreements
virtual team-meetings for initial discussins and building collaboration skills
virtual reflection rooms Follow up meeting Virtual questionnaires tailor-made offer with your needs, the consultation goals, and the assessment components proposed face-to-face-coaching
virtual coaching
virtual reflection room Challenges:
Leveraging diversity through inclusive leadership
being a globally competent leader who can respond to challenges in a diverse environment coaching topics For the whole team Team development topics For the team leader our motivation, our story:
glocalisation: thinking globally and acting locally
looking always in different directions to deal with complexity and changing environments
we are convinced that there lies a great opportunity in a more diverse working environment
we ourselves learn a lot, our personal development gets faster, we have to reflect ourselves and question our behavior; global projects are more challenging and their success uncertain building and developing a high performance team
Creating team cohesion and identifying strengths and weaknesses
setting goals
understanding in which stage of team development your team is in
Reviewing team composition and working styles
identifying individual strengths and understanding how these can be utilized within a team dynamic
increasing the efficiency and effectiveness of cooperation between the individual team members
Managing cross-functional and cross-cultural communication issues
Defining acceptable team behavior and rules
relationship- and trust-building
recognizing and resolving conflicts
making (virtual) communication and conflict resolution rules
using the right communication tools
in a project team: reaching an agreement on project goals, project plan and project scope definition Your goals: Your challenges: confidential interviews of team-members or stakeholders (face-to-face or by phone)
finding the special challenges of the team
Stakeholder questions "Building effective virtual and remote teams", page 153 document analysis:
team goals
communication tools plan The essence of teamwork is the development and maintenance of reciprocal helping relationships among all the members. Building a team is therefore simultaneously creating relationships among all the members. All members must work out their relationship with each other and with the formal authority. The leader must function initially as a process consultant and create conditions for members to gain comfort around these issues:
–How much control/influence will I have in this group?
–Who am I to be? What is my role in this group?
–Will my goals/needs be met in this group?
–What will be the level of intimacy in this group? Giving and receiving feedback can be viewed as crucial communication in a helping relationship. What is a virtual team?
What needs to be managed?
•Process: how things are done
•Content: what is done, data etc., and
•Dynamic: how to work together to get the best out of the team Types of virtual teams
•Located:
–Teams of people in the same place and Location
•Cross Organisational:
–Teams comprising people from different functions / locations who come together to be a team
•Matrix:
–People in the same organisation who work in different places interdependently (function and geography)
•Distributed Cross Organisational (external):
People from different organisations who work in different places Team members:
–Interdependent members connected by a common purpose
•Work across location, time, organisational boundaries or a combination of all three
•Linked by communication technologies Special challanges
The essentials of virtual teams
•Clarity of, and collective ownership of purpose:
Aligning around shared purpose bonds members
•Respect for the individual
•(some) Shared leadership and accountability for all
•Regular updates and communications – verbal and face to face where possible Key abilities of individuals in virtual teams:
•Generate, agree and commit to team purpose
•Be willing to adapt and be flexible
•Selfless
•Good listening / reach out to others
•Be comfortable without the ‘water-cooler’ / coffee area Criteria for excellent virtual teamwork
•Working to clear goals and objectives
•Active co-operation all round
•Using people’s strengths
•Valuing and respecting each other
•Resolving issues and conflicts
•Communicating effectively
•Effective leadership What are my cultural assumptions and how do these impact on my working relationships?
How can I improve my way to communicate in cross-cultural and diverse environments?
How can I make the most of cultural differences in my global team? We consult to teams so they can:
Perform at the highest levels
Clarify team goals and business objectives
Understand who the team's customers are and what they need
Define roles and responsibilities — who does what and when
Identify who makes what decisions
Create communication plans—who needs to know what and when
Devise strategies for overcoming disagreements and conflicts
be more aware of cultural complexities among team members, building greater trust and respect
understand cultural diversity from an external perspective with international vendors an partners
learn about country-specific customs and cultures through our alliance with experienced global team consultants
Increase trust with key stakeholders and senior managers
Meet milestones and stay within budget Our services: best practice cross-functional, diverse and multicultural-teams-building global project team building leadership coaching cross-functional and multicultural communication issues:
The following cultural components can lead to potential conflicts and reduced performance:
direct and indirect communication
dissimilar hierarchical attitudes
conflicting decision-making styles Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them:
http://www.chacocanyon.com/pointlookout/100526.shtml
http://www.chacocanyon.com/pointlookout/100602.shtml Long-Loop conversations:
In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop response time for exchanges can be a day or more, long-loop conversations generate misunderstanding, toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.
http://www.chacocanyon.com/pointlookout/090812.shtml virtual relationships
Whether or not you work as part of a virtual team, you probably work with some people you rarely meet face-to-face. And there are some people you've never met, and probably never will. What does it take to maintain good working relationships with people you rarely meet?
http://www.chacocanyon.com/pointlookout/081105.shtml virtual decision making and conflict resolution Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common, we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
http://www.chacocanyon.com/pointlookout/071017.shtml Virtual communication
Participating in or managing a virtual team presents special communications challenges. Here are some guidelines for communicating with members of virtual teams.
http://www.chacocanyon.com/pointlookout/071017.shtml
http://www.chacocanyon.com/pointlookout/050202.shtml
http://www.chacocanyon.com/pointlookout/050209.shtml latent communications
When geography divides a team, conflicts can erupt along the borders. "Us" and "them" becomes a way of seeing the world, and feelings about people at other sites can become hostile. Why does this happen and what can we do about it?
http://www.chacocanyon.com/pointlookout/030903.shtml virtual team building While face-to-face relationship building is ideal, it is not always possible.
Virtual off-sites can accelerate relationship building and enhance collaboration to improve team productivity and results.
We design and facilitate virtual team building experiences.
We teach virtual leaders and dispersed teams creative techniques to develop relationships and build trust.
Using online assessments, we also help team members learn to value and work with individual cultural and style differences. Initially we meet with the team leader for a half day session to be briefed on
the global objectives of the business
the make-up of the global team members including their locations, cultural backgrounds, responsibilities and skill sets.
If it is not possible to meet him or her, we organize a video or phone call. If the team leader is new to the position, we will undertake a one-on-one follow-up, 1 day coaching session, designed to familiarize the leader with the intercultural dynamics of the global team members, and an assessment of the leader's own cultural awareness. For the stakeholder kick-off (building a virtual team) The first meeting between the team leader and team members is held face to face in a 2 day workshop session. Through this workshop participants learn:
The "global" objectives of the company and the strategies for achieving these objectives.
The roles and responsibilities of the team leader and team members
How team member skill sets align to meet corporate objectives
Team collaboration and trust
Effective communication across technology
Leveraging cross-cultural differences
Protocols for effective follow-up team meetings
Ongoing, we work virtually with the team leader and team members to address specific issues and ensure a smooth flow in communication. These days, all business is global and all markets are local, and business leaders must learn new ways to think and act globally and locally simultaneously to deal with today's unrelenting pace of change.
Leaders have to learn to successfully confront new and frightening levels of chaos and ambiguity in a global environment.
Global leadership coaching empowers executives in international, multinational, transnational and global organizations maximize their managerial and leadership skills in a safe, neutral and objective environment.

Who benefits from Global Leadership Coaching?
Senior executives including CEOs, officers, directors and mangers
High-performing leaders
Emerging leaders
High potential executives
Executives newly appointed to global assignments
Small business owners and entrepreneurs with an international market
Global teams

Why do it?
To remove barriers to success in global leadership assignmets
To strategize and clarify priorities in the global marketplace
To improve communication skills, especially across cultures
To enhance leadership skills
To build global teams
To facilitate decision making with a worldview
To manage changing expectations, chaos and ambiguity in the global arena
To prepare executives to move into an international assignment
To enhance performance in unfamiliar territory
To improve conflict resolution skills
To achieve career satisfaction

How do we do it?
Global leadership coaching takes 6 to 12 months for maximum impact.
Ideally the coaching process begins prior to an overseas assignment and continues into the initial phase of the assignment when the client confronts the reality of working in another culture.
The logistical details of the coaching sessions are agreed upon by the coach and the client. Depending on location, time and cost constraints, and specific circumstances, coaching sessions may be in-person, via telephone or may be conducted virtually.
To begin, coaching goals and a timeframe are mutually agreed upon by the client, the organization sponsor (if applicable) and the coach. We then chart a course to clearly articulate your desired outcomes.
The second step is to take a cultural and a virtual communication inventory. A clear understanding of your own cultural and communication values and behaviors is critical to understanding the global environment in which you will be working.
Next, we focus on developing the various aspects of leadership including acting as a role model; articulating and communicating your vision; enlisting others and creating a sphere of influence; building and motivating a loyal team; enabling your people through coaching; anticipating and managing change; and taking charge. our service: global leadership coaching individual competences Tipps for cross-cultural and virtual communication:

Start with an open mind. You have to prepare
yourself for change as you adjust to your new team, the team culture and ways of working together. Do not judge straight away, be patient. You must arrive with a willingness to observe, listen and learn.
Be open to networking. Make an effort to learn some key phrases and use these in your day to day errands and in the virtual communication. Challenge yourself, networking will allow you to form new connections and friendships, making you feel more secure in the unfamiliar virtual surrounding.
Prepare, prepare, prepare. Researching your new colleague`s culture and customs. Reading culture guides will give you an insight into the behaviours and customs of the people you are about integrate with, and will give you a head start, as you prepare for life in your new, unfamiliar, team International Leadership Coaching: Führen im internationalen Markt
Um auf dem internationalen Markt eine führende Stellung einzunehmen bedarf es besonderer Fähigkeiten.
Gefragt sind flexibles Denken, Mobilität, Verantwortung sowie innerer Ausgleich, Ruhe und Kraft.
Hinzukommen interkulturelle Kommunikations-, Führungs- und Konfliktkompetenzen.
Unser International Leadership Coaching hilft Ihnen:
sich kulturelle Unterschiede und deren Auswirkung auf die Teamarbeit bewusst zu machen
Ihr eigenes Führungsspektrum für die Bedürfnisse von internationalen Teams zu erweitern
mögliche Konfliktfelder in multi-kulturellen Teams kennen zu lernen und gemeinsam Lösungen zu erproben
mehr Raum für Ruhe und inneren Ausgleich im hektischen Alltag zu schaffen und dadurch mehr Kraft und Energie zu gewinnen.
Individual assessment, 360 degree feedback online and face-to-face Beratung von Teamleitungen zum Aufbau multinationaler Teams
Kickoff-Workshops zur Schaffung der „sozialen Basis“ und der Arbeitsstrukturen internationaler Teams
Workshops zur Bilanzierung und Optimierung der Zusammenarbeit (Schaffung interkultureller Synergien und Förderung der transnationalen Kreativität)

Sprechen Sie mit uns. Wir beraten Sie gerne in einem ersten Gespräch zum Kennenlernen. We consult to global/international project teams so they can:
agree on project goals, project plan and project scope definition
review the team composition and working styles of each team member
foster their team cohesion
treating cross-functional and multi-cultural communication issues
documenting acceptable behavior
assuring management support Topics we address in our global team buildings:
relationship team building (relationships, values, trust, feedback, creating a sense of team, making cultural diversity an advantage)
task effectiveness team building (goals, roles, processes, communication flow, operating agreements, technology, external collaborations) Multikulturelles und virtuelles Teambuilding: So nah und doch so fern
Wir zeigen Wege auf, kulturelle Unterschiede nicht nur zu überbrücken, sondern aktiv für das Team nutzbar zu machen.
Wir klären teamspezifische Erfolgsfaktoren und definieren übergeordnete Ziele.
Dabei stärken wir das Gefühl, gemeinsam an etwas Großartigem zu arbeiten und aktiv die Zukunft der Gruppe und des Projektes zu gestalten.
Am Ende rückt wieder das in den Vordergrund, was in jedem Team im Vordergrund stehen sollte: der Spaß an der persönlichen Arbeit und der Erreichung des gemeinsamen Ziels.
Sie können Ihr virtuelles oder multikulturelles Team nicht für einen Workshop an einen Tisch bringen? Unsere Online-Plattform gibt Ihnen effektive Lösungen für Ihre virtuellen Teambuilding-Prozesse an die Hand.
Sprechen Sie mit uns: In einem ersten Gespräch diskutieren wir gerne die detaillierte Situation Ihres Teams. cultural dimensions and cultural continuums:
environment
time
action
communication
space
power
individualism
competitiveness
structure
thinking
http://www.culturalorientations.com/Our-Assessment-Tool/56/ Frustrations in the virtual workplace—or any workplace for that matter, can often arise when the communicator’s message does not align with the receiver’s understanding of the message. This is what we call miscommunication—and the unfortunate bit about virtual correspondence is that often, a large amount of information is lost because there isn’t a strong visual component. This creates more room for miscommunication to occur. Here are a few tips on how you can improve your verbal and non-verbal communication in the virtual workplace. Phone and Voice Chat Meetings

Nowadays, online voice meetings are almost synonymous with virtual work. But once again, without the video infrastructure, much information can go unheeded—simply because you can’t see what the other individual is saying. Do you ever find yourself nodding during a phone call or voice chat…and then realize that the other person can’t see this very integral gesture of comprehension? So how do you replace body language in verbal, non-physical communication? Repeat after me: repeat after me.
That’s right…repetition.
After a team member or leader explains his or her ideas to you, at the end of their talk, repeat your understanding back to the individual. This provides an opportunity to fill any gaps on both sides of the conversation. Also, when repeating a misunderstood version of the idea, an entirely new concept may emerge—a winning concept even! If the original understanding made sense the first time the listener heard it, and it made enough sense for him or her to repeat it confidently, there must be some merit to the idea.
In addition, it is also important to consciously acknowledge the speaker when he or she explains anything for a long stretch. You may be listening in silence, but within a voice call, silence may be easily confused with just the opposite! The speaker may think the call dropped or you are unable to hear due to technical difficulties. Use words such as “Right”, “Okay”, “I see”, or even the good ol’ “mmhmm” to communicate you are following along. special challenges The Email

Writing an email is truly an art. A good email requires thought and proper execution. Moreover, emails are completely text based, which is why the sender should take additional care when composing his or her electronic mail. First of all, before you hit “SEND”, ask yourself: is the message clear? Are there extraneous words?

In a high pressure work environment, it’s often difficult to answer the daily maelstrom of emails in high detail. The busiest individuals will probably respond with a single line or a couple words. However, a lack of detail should not mean a lack of clarity. Lists and bullet are a great way to summarize main concerns and ideas. Note: making a list doesn’t mean writing a paragraph with each sentence inputted as a different bullet point. The bullet form style summarizes ideas into short phrases using key words (and numbers). The philosophy: Say what you need, in 5 second speed. Can each bullet point be read and understood in 5 seconds, give or take a couple seconds?

With bullet forms, be careful that you do not come across as rude or indifferent. If someone emails you in full sentences and attempts to be as clear as possible, it is important to recognize the effort that went into writing that email. A general rule of thumb is to try and imitate the sender’s style of emailing. Even in face-to-face communication, both parties of the conversation constantly calibrate and fine tune responses and body language based on the other person’s communication style. This should apply to emailing as well. But wait! This doesn’t mean writing a whole page if the sender writes in detail*, it just means, respond with more than a sentence; maintain a balance. So alternatively, if the email is written in short point form, your email should probably reflect the same style IM (Instant Messaging)

Instant messaging is much closer to a real time conversation than emailing due to the frequency and speed of the exchange. For this reason, IM etiquette is quite different from email etiquette. If you want your IMs to be a more accurate representation of your speech and body language, consider using emoticons—this not only expresses facial expressions, but also your overall reception of the message
One thing to be wary of is over elaborate emoticons. These just appear as visual clutter and can further confuse IM recipients. Stick to standard emoticons such the smiley face :), very happy :D, confused :S sad :( (or for you risk takers, the cheerful/joking smiley :P). Also, do not over decorate your IMs with emoticons. This becomes visually overwhelming—and frankly speaking, slightly annoying. Be aware of what is acceptable in your corporate culture. Some companies are more open to using emoticons than others. Again, maintain balance.. perceptions and communication

„Teamentwicklung mit Diversity Management“ Übungen:
Konstruierte Wirklichkeit: aus dem Fenster schauen 121
Umgang mit unterschiedlichen Wahrnehmungen 80
Etikettierungen 141
Nationalkulturelle Vorurteile benennen Wertequadrate 170 Vorhandene Länderkulturen besprechen:
„Teamentwicklung mit Diversity Management“
Kulturdimensionen im Team diskutieren 122
Präsentation der eigenen Kultur 133
Werte der eigenen Kultur darstellen 167
Werte der eigenen Kultur reflektieren 170
Subgruppen tauschen Bilder voneinander aus 146, 149 Vorhandene Berufsgruppen besprechen:
„Teamentwicklung mit Diversity Management“
Unterschiedliche Disziplinen deutlich machen 153 Mich selbst mit meiner Identität und Individualität darstellen:
„Teamentwicklung mit Diversity Management“
Die persönliche Lebenslinie darstellen 124
4 zentrale Lebensereignisse darstellen 173
Die eigenen Unterschiede darstellen 119
Checklisten: meine Diversitykompetenzen
Unterschiede im Team 81
Die eigene Ambiguitätstoleranz 74 Diversity im Team insgesamt:
„Teamentwicklung mit Diversity Management“
Team-Landkarte: Unterschiede und Ähnlichkeiten im Team 93
Dialog zu Diversity oder zu Unterthemen 88
Entwicklung des Teams in Bezug auf Diversity planen 155 Metakommunikation zum Umgang mit Unterschieden im Team:
wie wollen wir darüber reden?
Wie wollen wir mit Unterschieden umgehen?
Wie wollen wir unsere Zusammenarbeit diesbezüglich reflektieren? Teamarbeit reflektieren:
„Teamentwicklung mit Diversity Management“
Checklisten: wo stehen wir als Team? 32, 60
Leitfaden zur Reflexion im Team 67 „Teamentwicklung mit Diversity Management“
Zugehörigkeit zum Team 84
Reflexion der Offenheit im Team 159 „Teamentwicklung mit Diversity Management“
Leistungsbilanz des Teams erstellen 125 Untergruppen im Team sichtbar machen:
„Teamentwicklung mit Diversity Management“
Team-Landkarte: Unterschiede und Ähnlichkeiten im Team 93
Subgruppen tauschen Bilder voneinander aus 146, 149 Ziele vereinbaren:
"Teamentwicklung im Diversity Management"
Teamziele malend erarbeiten 151 Vorhandene Identitäten im Team kennen lernen:
„Teamentwicklung mit Diversity Management“
Gemeinsamkeiten und Unterschiede entdecken 120
Unterschiede kennen lernen 157
Unterschiedliche Stärken sichtbar machen 136, 138
Zugehörigkeiten zu Untergruppen explorieren 176
Kennenlernen mit Quiz 94 sub-groups Individual identities communication about diversity challenges & opportunities discussing team-values:
„Teamentwicklung mit Diversity Management“
Wertevielfalt sichtbar machen und besprechen:
Gemeinsame Werte festlegen 127, 168
Ein gemeinsames Wertesymbol finden 160
Gegenseitig wichtige Werte kennen lernen 161, 166, 169
Definitionen von Erfolg 101, 102 shared values team-building exercises:
„Teamentwicklung mit Diversity Management“
Seilübung 142
Ziel blind erreichen 174 „Teamentwicklung mit Diversity Management“
Individual level:
Diversity Kompetenzen 49, 51
Stadien der Bewusstheit gegenüber Unterschieden 64
Abstraktionsleiter 79
Team level:
Entwicklungsphasen nach Tuckman 65 (http://www.mindtools.com/pages/article/newLDR_86.htm)
Felder im Diversity-Teamentwicklungsmodell 30 Assessment models: Vorurteile von Subgruppen benennen:
„Teamentwicklung mit Diversity Management“
Gegenseitige Vorurteile benennen 152 Four keys to getting effective performances out of virtual teams:
1. Choose team players: The ability to communicate and coordinate tasks with other members becomes even more significant in a dispersed team. If your team consists of experts who lack these crucial skills, your team won't get very far.

2. Encourage all members to take on leadership roles: Since it's difficult to be a hands-on virtual manager, it's important to give team members the autonomy to manage their work and solve problems on their own.

3. Hold periodic face-to-face meetings: While not possible for all dispersed teams, face-to-face meetings, especially at the start of a project, are a key strategy for creating understanding of the project and allowing group members to bond.

4. Develop a global mindset: The authors found that companies with a strong global culture created more successful virtual teams. Giving employees international assignments, in which they encounter diversity and work in new contexts, ensures they can successfully contribute to a dispersed team. Be sensitive to language barriers - If your workers speak different languages, make sure you have guidelines for the language used during a phone call or teleconference. Ensure that team members speak slowly and clearly enough so that others can understand. And check regularly to make sure everyone is understanding the discussion. A written agenda for the meeting helps those whose native language is not used in the discussion, and written minutes after the meeting help too. leadership active listening:
http://www.mindtools.com/CommSkll/ActiveListening.htm Virtual team challenges
The top challenge for virtual team members was the inability to read nonverbal cues.
There is an absence of collegiality among virtual team members.
It is difficult to establish rapport and trust in virtual teams.
Most virtual team members said they don’t have enough time during virtual meetings to build relationships.
Managing conflict is more challenging on virtual teams than on conventional teams.
Decision making is more difficult on virtual teams than on conventional teams.
It is more challenging to express opinions on virtual teams than on conventional teams. contract with the customer (e.g. HR department) and the team-leader for assessing the current team-state Online-questionnaire/survey:
cultural diversity awareness assessment
distance manager effectiveness assessment (Manager`s guide to virtual teams)
How mature are your virtual team processes

Virtual team effectiveness assessment 1
Virtual team effectiveness assessment 2 result presentation assessment tools workshop preperation Tools:
appreciative inquiry interviews within the team or with stakeholders
individual documentation of one`s own purposes contract next steps dealing with the main challenges of the team
building relationships
creating a team compact, including vision, values, expectations for motivation, communication rules, conflict resolution rules, decision making rules, meeting protocols
a good plan/timeline
roles and responsibilities
managing conflicts
dealing with diversity (divesity landscape) the workshop itself results:
development plan with team and action steps Virtual icebreakers and team-building exercises
virtual team-shadowing
virtual workshop-evaluation
virtual follow-up (videoconference/chat room)
virtual communication exercises reassessment
assessment-progress Contract for new steps our focus:
we take a unique approach with each client, to match your personality, ambitions and current business challenges; understanding your highly individual challenge, opportunity and story,
we take the time to understand your needs carefully analyzing where you are right now and where you want to be in the future.
we help you identify improvements that can be made and we quantify the benefits to you making those improvements; we are not here to tell you what to do but to be the catalyst that helps you grow our attitude:
non-violence
diversity as a great opportunity our central methods
initial assessments and interviews
popular models
feedback and joint reflection sessions both face-to-face and virtually our principles
we focus on your self-efficiency and on the development of people
creating reflecting and communication rooms, tailor-made architectures, mixture of presence and virtual meetings
two consultants
internal diverse reflecting teams dealing with multiple languages Königswieser Ansatz:
In internationalen Beratungsprojekten geht es immer um den Umgang mit menschlichen Widersprüchen:
In internationalen Kontexten sind die Widersprüche noch geballter, drastischer, deutlicher auf Macht fokussiert, dramatischer, komplexer, die Identität in höherem Maß erschütternd, und sie werden schneller sichtbar als in nationalen Kontexten.
Folglich sind sie alles in allem noch herausfordernder. Je weiter der Aktionsradius des Beratens reicht, je mehr Grenzen dabei überschritten werden müssen, desto
größer sind die Unterschiede und Widersprüche,
schwieriger wird es, Anschlussfähigkeit zu erlangen,
vielschichtiger sind die Anforderungen bezüglich Professionalität und Rollenkompetenz
ungewisser ist der Erfolg. Unser Kulturbegriff:
Wir verwenden einen Kulturbegriff, der über die Zugehörigkeit zu nationalen Kulturen hinausgeht. Er umfasst sehr vielfältige Aspekte des identitätsstiftenden Selbstverständnisses von Menschen und Teams. Jeder kulturelle Aspekt bedingt eine spezielle „Brille“, auf die Welt zu schauen, sich Phänomene zu erklären und entsprechend zu handeln.
Daher überlegen wir jeweils mit Ihnen, ob es tatsächlich um die unterschiedlichen nationalen Kulturen geht oder vielleicht andere Kulturen im Vordergrund stehen, wie z.B. eine über lange Zeit gewachsene Firmenkultur, das Gefühl der Zugehörigkeit zu einer Weltregion (z.B. „Wir Europäer“), einer Glaubensgemeinschaft, einer Hierarchieebene, einer Professionsgruppe, einer sozialen Schicht etc. Unser Verständnis interkultureller Beratung –
Wir beraten Sie dann „interkulturell“, wenn es für Sie relevant ist
Wann immer „Interkulturelle Aspekte“ den Arbeitsprozess entscheidend beeinflussen oder erschweren, beleuchten wir dieses Thema und bieten im Rahmen unserer Coachings, Teamentwicklungen oder Organisationsentwicklungen spezielle Methoden zu dessen Bearbeitung an.
Aus unserer Erfahrung schafft eine Überbetonung und zu starke Verallgemeinerung nationaler Unterschiede, wie sie etwa die verschiedenen Anbieter von Kulturdimensionen vornehmen, eher Distanz. Dies führt eher zu einer Verstärkung von Stereotypen und wirkt der Schaffung einer gemeinsamen Arbeitsgrundlage eher entgegen.
Wir entwickeln hingegen mit Ihnen eine differenzierte Sichtweise auf die eigene Kultur und die der anderen Beteiligten. Wir machen vorhandene Bilder und Projektionen der beteiligten Personen durch Feedbackprozesse besprech- und überprüfbar. Und wir sorgen für einen Rahmen, in dem unmittelbare und offene Begegnung jenseits vorhandener Stereotype möglich wird.
Entsprechend unterstützen wir Sie, sozusagen nebenbei und integriert in die konkreten Situationen ihre „Interkulturelle Kompetenz“ oder die Ihres Teams oder Ihrer Organisation weiterzuentwickeln und Ihre (Zusammen-) Arbeit eine gute Basis zu stellen. Unser Verständnis „Interkultureller Kompetenz“:
Dies erfordert aus unserer Sicht von international agierenden Mitarbeitern und Führungskräften eine spezielle „interkulturelle Kompetenz“. Darunter verstehen wir die Fähigkeit,
[Selbstreflexionskompetenz]
Sich selbst mit seinen individuellen Stärken und Grenzen gut zu kennen.
Sich der eigenen Prägung und Identität bewusst zu sein.
[Kommunikationskompetenz]
Eigene Vor-Urteile gegenüber anderen Menschen zu erkennen und zu reflektieren.
Anderen Menschen auf Augenhöhe und mit Respekt begegnen (+/+ Haltung).
Zu akzeptieren, dass die Sichtweisen anderer Menschen genauso gerechtfertigt sind wie die eigenen.
Vertrauen zu bisher fremden Menschen aufzubauen und gemeinsame Gewohnheiten zu entwickeln.
Vorhandene Unterschiede auszuhalten und wenn möglich als Potential für Kreativität zu nutzen.
[Methodenkompetenz]
Methoden zur Bewältigung „interkultureller Situationen“ einsetzen zu können.
[Sprachkompetenz]
Sich in anderen Sprachen, vor allem Englisch, verständigen zu können. Unter interkulturellen Phänomenen verstehen wir, wenn Menschen mit unterschiedlichen Gewohnheiten und Grundannehmen aufeinandertreffen, interagieren und ein Aushandlungsprozess beginnt.
Eine Kultur ist eine paradoxe Mischung aus dem kontinuierlichen Aushalten von Unterschieden und dem Aushandeln von gemeinsamen Werten und daraus resultierenden Gewohnheiten, wodurch Plausibilität und Normalität entstehen.
Eine Identität ist eine paradoxe Mischung aus dem kontinuierlichen Bewusstmachen von intrapersonalen Differenzen und dem Aushandeln von eigenen Werten und daraus resultierenden Gewohnheiten, wodurch Selbstbewusstsein und Handlungsfähigkeit entsteht. global leadership training Tailor-made courses:
We design tailor-made trainings to help organisations meet specific development needs. Our programs can be tailored to the specific challenges your organization or projects faces. We aim to provide you with a professional coaching for a result-oriented planning and experience in global leadership trainings.

We offer Global Leadership Seminars to help professionals enhance their cross-cultural communication skills and perspectives. Executives learn strategies, techniques and approaches to lead more effectively in international business situations.

Executives participate in exercises, role-plays and self-assessments, and they create a personal action plan to put their new knowledge to work. [Participants receive the Berlitz Mobility Navigator, which delivers timely and comprehensive insight into global business and cultural topics.] The Cultural Orientations Indicator® (COI) delivers statistically validated assessment of participants’ cultural preferences. Results of this assessment can be provided individually or for the group.

International Leadership Training: Führen im internationalen Markt
Um auf dem internationalen Markt eine führende Stellung einzunehmen bedarf es besonderer Fähigkeiten.
Gefragt sind flexibles Denken, Mobilität, Verantwortung sowie innerer Ausgleich, Ruhe und Kraft.
Hinzukommen interkulturelle Kommunikations-, Führungs- und Konfliktkompetenzen.
Unser Global Leadership Training hilft Ihnen:
sich kulturelle Unterschiede und deren Auswirkung auf die Teamarbeit bewusst zu machen
Ihr eigenes Führungsspektrum für die Bedürfnisse von internationalen Teams zu erweitern
mögliche Konfliktfelder in multi-kulturellen Teams kennen zu lernen und gemeinsam Lösungen zu erproben
mehr Raum für Ruhe und inneren Ausgleich im hektischen Alltag zu schaffen und dadurch mehr Kraft und Energie zu gewinnen.
Den Umgang mit technischen Hilfsmitteln reflektieren und eigene Präferenzen kennen lernen.
Vor- und Nachteil der verschiedenen technischen Tools kennen lernen und den gezielten Einsatz der passenden Tools planen.
Methoden:
Theorieinputs
Individuelle Reflexion des eigenen Führungsstils
Austausch mit den Kolleginnen und Kollegen und Feedback Our programs are designed to help team leaders and their teams lead and work successfully in today’s multicultural business environment. Programs including consulting services as well as face-to-face training and online tools and resources.

Enhancing Global Leadership performance
Help your professionals face the challenges of doing business globally. These programs give executives, managers and young professionals practical knowledge to help them improve their cross-cultural, diversity and vremote leadership skills so they can work and lead more effectively. There are some different skills involved in making global organizations work.
We offer practical help to improve skills in this area.
We offer tools and training materials in cross cultural, remote and virtual leadership skills.

Developing Diversity Competence
Workplace diversity can be a significant organizational strength, but it can pose challenges. Programs on valuing diversity and inclusive leadership help employers, managers and executives understand the impact of diversity in the workplace and learn the skills necessary to create a workplace that includes all individual contributions. As a result, the organization can use cultural differences and similarities to maximize performance. Developing Cross-Cultural Competence
Cultural orientation training can help employees and managers develop the skills they need to work and lead in a global business environment. The program is based on a Cultural Orientations Model, which provides a systematic approach to understanding cultural differences. It explores national cultural profiles as well as other cultures—family, corporate—that influence an individual’s thinking and behavior. With this knowledge, employees can strengthen credibility, communication, relationships and collaboration. Once we understand the particular environment you work in, the cultures you deal with and the maturity of your audience, we can quickly put together a global leadership training program or coachng process that addresses your specific needs and builds on the existing skills of your target audience or team.
To discuss your specific needs please, call us now Addressing cultural differences effectively
To effectively address the challenges of cultural differences, it’s important to have a point from which launch a discussion. Generalizations like “all Germans see realistic deadlines as fixed targets” may be helpful to begin a conversation. But generalizations provide a constructive framework only if we keep in mind that they are a starting point from which a rich, open-minded discussion can begin. People are more complex than stereotypes imply.
Following are some areas in which different cultures typically have different perspectives. Although theses differences may be most obvious with geographic cultures, other types of cultures have them, as well.
Time: How does each team member view time?
Relationships: How does each team member approach the development and maintenance of relationships? How quickly do they trust other teammates?
Communication: How do you address conflicts? How should conflicts be handled?
Boss/subordinate roles
Space
Use of the body
Any attempt to reduce a significant country culture to a written description is bound to contain errors and oversights. You can’t assume that even the majority of a particular culture will consistently think or act in a predictable way.
Many people in organizations today have had life experiences in many geographic cultures. When you ask these people to identify their primary geographic culture that influenced their thinking and behavior they say “a mixture”.
People tend to be a composite of their life experiences, influenced bay a number of things at once: places where they grew up, places they lived, their families, their friends and mentors, their schooling, religion, ethnicity, gender.
That said, it’s probably best to be sensitive to the country-of-origin cultures of others without pretending to be an expert on them. What’s really important is for you to care about what your team members themselves say about their complex cultural differences and similarities.
We recommend that you mostly work on understanding your own cultural biases first, and then be open to discussions about how culture has affected others in your team. Virtual Team development curve
"Building effective virtual and remote teams", page 53 The Path to our vision
The team members would be asked to define their team vision and what it would look like if it were a peak performance virtual team.
The team could brainstorm the barriers and the supporting forces incorporating team strenghts and development opportunities identified in the assessment, as well as broader organizational barriers and supporting forces to gain a more holistic view.
A voting process could be used to help identify the development priorities. Consulting questions:
Why are you planning to assess and develop our virtual team?
What are the drivers or indicators that this would be a vcaluable exercise?
What assessment approach should we use?
How much time are you willing to devote assessing and developing our team effectivenss?
Can we devote one or more off-site-face-to-face workshop(s) for this activity? Feedback to teamleader (or the whole team):
Confirmations/surprises
team strengths
development opportunities agreeing on top development priorities
planning interventions and contracting steps "Building effective virtual and remote teams, page 58 "Building effective virtual and remote teams, page 59 Getting to know each other
Exercises in "Building effective virtual and remote teams", page 69, 71 Integration of new team members
Exercises in "Building effective virtual and remote teams", page 74 Clarifying expectations, setting goals, defining vision
Exercises in "Building effective virtual and remote teams", page 76, 85, 89, 96, 102, 107, 110 building trust commitments
Exercises in "Building effective virtual and remote teams", page 78 Needs and offer
Exercises in "Building effective virtual and remote teams", page 112 Defining team operating agreements
Exercise in "Building effective virtual and remote teams", page 115 Decision making and conflict resolution
Exercise in "Building effective virtual and remote teams", page 120 building collaboration with technology
Exercise in "Building effective virtual and remote teams", page 126 planning for effective team meetings
Exercise in "Building effective virtual and remote teams", page 131 Refining team operating agreements
Exercise in "Building effective virtual and remote teams", page 136 Relationships and values: Who are we?
Exercise in "Building effective virtual and remote teams", page 139 Conducting a trust audit
Exercise in "Building effective virtual and remote teams", page 143 External collaborations Creating collaboration agreements
Exercise in "Building effective virtual and remote teams", page 147 Identifying potential partners
Exercise in "Building effective virtual and remote teams", page 145 Stakeholder analysis plan
Exercise in "Building effective virtual and remote teams", page 149 Role responsibility matrix
Exercise in "Building effective virtual and remote teams", page 154 Role responsibility matrix
Exercise in "Building effective virtual and remote teams", page 154 Virtual Work experience of each team member
Who here has …
1. Attended a webinar or webbased meeting?
2. Participated in a highly collaborative, engaging webbased workshop?
3. Worked on a virtual or remote team?
4. Helped a virtual or remote team improve their
effectiveness?
5. Helped an organization build capability to function virtually? virtual observation:
team meetings/jour fixes first phone call Table talk:
What are some things we tend to do in face to face meetings that could be done as well or better remotely?
What are some things we try to do remotely that are more effecitve face to face? Team norms and operating agreements

Table talk

Tables on the left side of room:
Identify 3-5 behavior norms you feel are needed for your team to work effectively together
How will you hold one another accountable?

Tables in the right side of room:
Identify 3-5 tactical operating agreements you feel are needed for your team to work effectively together
How will you hold one another accountable? Selecting virtual team members
Individuals who enjoy working alone, but are not antisocial loners.
Self-starters who exhibit string self-discipline
technological competence
Good judgement and abbility to make decisions
Good interpersonal skills
Willingness to take accountability for results Selecting virtual team members - questions
Give me an example of a time when you had to do something without supervision. Specifically, what was the situation?
How did it work out? What results accourred?
In the absence of supervision, how did you keep yourself motivated?
What did you do to stay organized?
How did you interact with other members of your team?
What worked and what didn't work so well?
Did you learn anything from this experience that made you do something different later?
How did that second situation turn out? Pracitcal tips for making a team charter
Make sure you involve key people outside the team as you develop the charter.
Agree on a tight timeline for completing the chartering process.
Strive for praciticality, not perfection.
Live by your charter. Clarifying roles and responsibilities
Exercise in "Manager's guide to virtual teams", 33% Operating guidelines - examples:
We follow through on everything we commit to do.
We keep the team up to date.
We always assume good intentions in the part of other team members.
If we have an issue with another team member, we will contact him or her personally to discuss the matter.
We follow the technology protocols we have established.
Customers are our number-one priority. We always make decisions based on what is best for the customer.
We use agendas for all meetings, virtual and face-to-face, and send out minutes within two days.
We will have a face-to-face meeting at least quarterly. Email protocols - sample:
All e-mail clearly identify the subject of the message in the subject line.
All e-mail messages will not be used for philosophical debates.
All distribution lists will be kept current.
E-mail will not be used for urgent messages.
We accept responsibility for a personal delivery (face-to-face or voice-to-voice) of any urgent message.
To enable message prioritization, we will code the top of each message with eiterh "requires action" or "for your information" (FYI).
We will sign all messages.
We agree that e-mail is a supplement to, not a substitute for, personal interaction.
We will not spam.
We will treat people electronically the same way we would in person.
Instead of copying long quotes from others, we will briefly summarize them and add attachments, if necessary. Voice mail protocol - sample:
We fdo not leaver messages longer than 10 seconds.
We check our voice mail at least once a day.
We use the urgent code only when a message is truly urgent.
We limit the use of group send option. We use it only when a message is relevant to all members.
When forwarding messages, we will leave an explanatory message so the individual knows why the message is being sent.
We take accountability to follow up voice mail messages with the unwritten documentation when necessary.
We never use voice mail to leave emotionally charged messages. We wait to talk with the person directly (phone or in person) so the problem or issue can be jointly resolved. Tips for building trust - leadership actions:
Be honest and demonstrate openness about their actions.
From the outset, set the tone for future interaction.
To get trust, give trust.
Communicate openly and frequently.
Do what you say you will do and make your actions visible.
Be accessible and responsive.
Make sure that interactions with the team are consistent and predictable.
Create social time for the team. How overcoming isolation in virtual teams to build trust
Use visual reminders of one another. Take a group picture if the team has the opportunity to meet face-to-face and give a copy to all the team members.
create highway-cafes (real cafes where team members can meet at certain times; or all meet at Starbucks at the same time)
create cyber-cafes on your company intranet so virtual employees can stay in touch and talk informally
use a hoteling appraoch to office space; employees can reserve an office space for a day or a few hours; this provides at least occasional office interaction
create a team web page; put the team member photographs on the page and consider having each team member embed a brief video introducing himself or herself Tips for telephone conferences
Put each team member in a separate room whenever possible, rather than have groups clustered around one phone in some locations.
This levels the playing field for each caller and helps encourage equal focus and attention from every member of the team.
It might sound counterintuitive, but when you have some who are face-to-face they start talking in shorthand and the virtually connected people can't follow. Overcome language barriers
Conference calls in which everyone is speaking English with a different accent can be a minefield for the kinds of cultural misunderstanding and missteps that can create distrust; ask everyone to slow down or repeat when you haven't understood that others are saying; the more often you do it, the less shy others will be about asking when something is not clear
Remote meetings can be especially difficult for non-native English speakers, who may feel intimidated and thus remain silent, depriving the group of their input and ideas; to counteract that tendency, you can institute a warm-up at the beginning of every meeting, asking every participant to check in with a two-to-three-minute anecdote about a recent event in their life - either work-related or personal. Decision-making protocols
Clarify how decisions will be made and who does make them. Will decisions be made unilaterally - by one person with no input from others, for example?
Will decisions be made consultatively - by one person after soliciting input from the fewest number who will add value? Will decisions be made by consensus - by gathering everyone's input, having the majority rule, and having those in the minority agree to live with the outcome?
It can be helpful to group the decisions the team is responsible for into categories such as staffing decisions, budget decisions, marketing decision, decisions related to new-product launches, and so on. Using technology - for what?
For documenting your weekly progress to increase understanding and boost trust
For documenting learning and best practices around each activity so that team members can help one another boost performance (collective problem solving)
Recording special issues Telling a common story
In your launch meeting you should have an explicit discussion about what you want to achieve and how you will know that you have gotten there.
A team can handle divergence without eroding trust when it has the same goal, when it follows the same storyline.
It builds and reinforces trust when you cement a shared belief among team members that they are all in this together and focused on achieving the same thing. Setting telephone-based protocols
What will we use telephone for?
What topics/decisions/problems should be reserved for web conferences or face-to-face meetings? Why?
Who will moderate the calls? Does it always have to be the manager?
Will notes be kept? By whom?
What will we use voice mail for? What will we not use it for?
What will we use IM for? What will we not use it for?
How long should messages be?
Will we need to check work voice mail and IMs on weekends, holidays, and vacations?
How quickly will we commit to responding to messages?
Do we need to create a way to designate message priorities (urgent, FYI, etc.)?
In what instances do we need to transfer (e.g., can we just transfer, or do we need to leave an explanatory message)? Effective teleconferencing:
Be certain that the teleconference is well organized. Teleconferences can't be conducted on the fly.
You need an agenda that is sent out to all participants in advance of the teleconference.
Assign meeting roles such as a phone leader who ensures that everyone has equal opportunity to speak and who solicits input from those who haven't had an opportunity to speak.
Use people's names; at the start have members at each site introduce themselves, then set the guideline that individuals will identify themselves each time they speak.
Remember that silence is not consent; make sure everyone voices his or her concerns and consent before closing on a decision.
Demonstrate good manners
Take time for the call
Don't hold sidebar conversations with the people at your site while others are talking from other sites.
Don't multitask. If you're texting someone or checking emails during the conference, your attention is divided.
Avoid rifling through papers located next to the speakerphone.
Use the mute button if you aren't talking.
Stay alt and pay attention.
Listen carefully to avoid talking over others.
Watch out for background sounds Effective videoconferencing:
Remember that you're on camera.
Fill up the video frame.
Don't limit yourselves to talking heads, use videos.
Use the mute feature when you aren't talking.
Limit videoconferences to a maximum of two hours.
Give participants as much control over the technology as possible.
Respect people's privacy. Once we have a feel for the strengths and weaknesses of your team, once we know in which stage your team is in, we choose together with you appropriate team-building interventions.
For example, we choose a relationship team-building activity that makes people more comfortable with one another. Exercise "my favorite job"
Each team member discusses the best job he or she ever had and why he or she liked it so much.
It works best if you choose a job other than their current one.
Write your comments down on a chart pad (or put the, down on our whiteboard). Exercise "two truths and a lie"
Each team member share two things about themselves that are true and one that is not.
After each person makes his or her own presentation, the team then guesses which of the three statements is a lie.
You can do this on a videoconference or a teleconference as well. Reflecting the group dynamics:
What are the patterns we can see in our discussions?
Do we have cliques in our team?
Are some people left out of our conversation?
Do some people interact more often with certain people than others? Why?
Are there informal leaders within the team?
Do we ever have problems with some people dominating discussions?
Are certain people ignored or overlooked during the discussions?
Do our interactions change depending on the topic we're discussing? How? Why?
Do we have dynamics that are gender-, age-, job-, race- or education-related? How does that effect us?
Should we be concerned if someone doesn't make a single comment? Elements of effective virtual and remote teams:
Goals:
The team's common purpose, mission and vision become its shared goals
These goals need to be aligned with the organization's direction
They are achieved by successful implementation of processes used by the team
Roles:
Roles are the parts played by each team member to achieve their shared goals
To be effective, the roles must be mutually und understood and accepted
Processes
Relationships and values:
Understanding the values held important by others can strengthen the alignment with those values
External collaborations:
The interfaces are well managed Your global (project) team achieves its goals.
The team members work together smoothly,
They know their various resources, strengths and weaknesses, personal preferences.
The team has a well developed awareness of when and how to sort out upcoming conflicts.
It is clearly orientated towards high performance, using its international synergy but continuing to contribute to your company´s success.
You know what kind of leadership your team needs from you in order to work well. Get added value for you and your leaders by gaining a new perspective!

The situation
The world of today’s leaders is fast, complex, stressful and non-linear. Coaching is becoming an increasingly important support mechanism for people holding leadership positions all over the world. Leaders are finding coaching an effective sparring partner for their leadership role. Leaders decide, orientate, change and motivate – but with whom do leaders reflect on their own situation? The increasing complexity of the work environment influences leaders considerably as they have to reduce the complexity to practical consequences and fast decisions.

Your benefit
What added value do you get? It is the additional perspective your leaders gain. Your leaders "recharge” their batteries and consciously reflect on their role and performance. They become aware of their worth and inner motivations. They formulate their vision(s) and targets. They recognise their many resources and knowhow and how to make use of them. They become aware of the expectations placed on them by their environment and how they themselves would like to deal with them.

Our service
Our Executive Business Coaching is the process of professionally reflecting on the role of leaders in the specific organisational context. Leaders discover coaching as a useful support for their leadership role. Our approach to coaching using the systemic route is very sustainable as it follows a step by step model of starting from observable facts and shared perceptions to a deeper understanding of the hidden potential that can be unleashed. Coaching is conducted by us acting as an external, confidential partner. A few of the areas covered are: exploring the complexity of the leaders, examining the various perspectives of leadership situations and the leaders themselves, supporting leaders in visualising and mapping out their futures and goals, exploring the leaders’ thoughts, feelings and actions. When team members understand each other’s cultural assumptions, they can use them to strengthen performance.
This is especially true for teams that need to work together across boundaries with little or no face-to-face interaction.
We support you in the task of making your team a high performance team - face-to-face as well as in remote operation.
Together with you we find out what the actual situation really is an´d which challenges you are facing.
We then discover by means of interviews how the team members and the stakeholders of your team see the situation
We put together our findings and discuss them with you - and we propose how to deal with it.
The team development event takes place, carefully tailor made to your team's specific situation.
Your own role as team-leader is permanently taken care of.
Practical steps for action are planned by the team.
Together we monitor the sustainable steps for action which have been planned by the team. One can no longer imagine not having team work and project teams. Members from different functional areas or from branches in different countries join a team to discover innovative solutions to a particular problem. Permanent teams are formed to sort out interface challenges and overcome technical tensions in advance. Project teams are formed to invent new marketing formats or product designs. Team work is to be found everywhere – and increasingly even virtually! International teams work across the globe, covering different time zones and cultural patterns. There are many challenges to overcome to ensure good team collaboration. There is the integration of diverse work methods used, different cultures, various languages, diverse targets, different levels of access to technology and so on. Your situation Your benefit your situation & challenges Why are you planning to assess and develop our virtual team?
What are the drivers or indicators that this would be a vcaluable exercise?
What assessment approach should we use?
How much time are you willing to devote assessing and developing our team effectivenss?
Can we devote one or more off-site-face-to-face workshop(s) for this activity? Consulting questions: Spiral Dynamics our services & your benefit The people you are leading come from different cultures and are based in several locations and timezones;
Global managers have limited face-to-face time and need to make an impact through technology and stay visible to your people;
You need to make practical decisions on where to be global and where to be local: global managers know that one size does not always fit all;
You need to create clarity, direction and effective implementation in a complex international environment;
You need to lead, communicate, inspire and involve across barriers of language, culture and communications technology;
Your followers are diverse and have widely different ideas about what they expect from a leader. The leadership style that works in one country may fail in another;
Despite international business complexity, you need to deliver things rapidly;
You need to balance and lead multiple stakeholders and competing priorities;
There are only 24 hours in a day – and someone, somewhere in the world needs you for all of them. Topics we address in our virtual team buildings:
Virtual Team leadership
Building alignment
Structuring the virtual team
Managing the team process
Overcoming virtual communication barriers
Cultivating a culture of trust
knowledge sharing
Virtual and face-to-face team meetings Enhancing Global Team Performance
Team-building-workshops are available on collaborating across cultures and leading global teams.
Our programs support efficient teamwork and help leaders manage and motivate multicultural teams and enhance (virtual) communications. In which development stage is the group in? (Virtual Team Development Curve, team development stages...) Which tools will we use?
What is the invitation process?
What is the timeline?
Will we conduct confidential interviews of stakeholders?
Will we use other assessment tools/approaches apart from interviews? Does the team need to clarify their vision of team effectiveness?
Does the team need to develop team operating agreements?
Does the team need to develop virtual collaboration technology? Evaluation questions:
What is the degree to which the team is living up to its agreements?
Did you make a progress?
What are the development priorities now? Are there any other or new specific team development activities for which the team would want to engage us? roles/responsibilities processes/technology interpersonal/values external collaborations/
stakeholders culture/diversity being adaptive
to fast change GRIP-Modell
GRPI is an acronym describing the different dimensions characterizing a team, arranged in cascading priorities towards a performance.
Applying the GRIP model at a team development workshop includes the following stages:
Goals: collectively shaping and setting the goals for the future
Roles and responsibilities: Clarifying and defining the role each team member plays
Processes and procedures: establishing sound processes to effectively work together
Interpersonal Relationships: building trust and appreciation on interpersonal level
in addition, dealing with the other challenges if necessary Goals provide the foundation of good teamwork by establishing the core mission of a team
They give direction to a team, understanding where theay are now and where they want to go, uniting each individual effort in attaining it. global team leadership A role can be described by its authority, responsibilities and tasks.
Each role should be aligned to support the achievement of the goals defined.
To enable the team to function, each team member should have a clear picture of who is doing what, who is responsible for what, anf know the extends of their authority. Processes are tasks and activities within a team enabling and facilitating the achievement of its goals.
Setting up processes for decision making, conflict management and communication will effectively support a team achieving its goals by determining the interactions within a team. The interpersonal section outlines relationships and individual styles
it is about establishing trust, open communication and feedback which support a sound working environment Basic development model: Phases of growth/stages of development
Choosing the people
Forming
Storming
Norming
Performing
Adjourning More complex development model: Four stages of team dynamics:
Task dynamics:
inception
Problem solving
Conflict resolution
Execution
Social dynamics:
Interaction/inclusion
Position status/ role definition
Power/ resource allocation
Interaction/participation ... virtual (distance) leadership Tips for a highly effective annual team kick-off:
Build a story that links the past, present and future of the organisation
celebrate the successes and thank (specific) people for their (unique) efforts
Be brutally hones about disappointments and failures:
What did we set out to achieve?
What were our successes and who was responsible to creating them?
What werde our disappointments and why did it go wrong?
What have we learned and how will we learn from mistakes?
Demonstrate openness and willingness to answer any and every question; there must be unlimited opportunities to ask questions and make comments
Bring the outside in - (internal) customers, analysts, critics, partners...
create lots of opportunities for networling and informal knowledge sharing
supervise and demand close collaboration from the people presenting
manage time brutally
have fun and relax
keep hype to a minimum; hypes tend to make it hard to do real talking, thinking and learning Supporting cohesiveness:
#1 - Developing Team Operating Agreements - Really align on the way the team members agree how to treat each other and work together - them agree on how the team will hold each other accountable to live these agreements.

#2 - "Travel for Trust" - Virtual teams my rarely get together in person. When they do - it's not presentations and other things that could easily be done well virtually that should occupy the precious time. It's time for eye-to-eye and heart-to-heart dialogue to build the trust and commitment to each other that is needed.

#3 - Building a Shared vision - when people are apart, they need the guiding vision for the organization and the team

#4 - Orientation and Trust Building - The team operating agreements, values and ultimately cohesiveness begin when a new member or leader joins the team. A well thought out and structured orientation process is critical.

#5 - Effective use of Team Collaboration Technology - It's not just virtual meetings but effective use of discussion groups, instant messaging, shared work spaces that are easy to navigate - along with team operating agreements on how to use them - that is critical. special challenges general tipps for leading a virtual team: Feedback is essential for team performance and morale, and it's particularly important in a geographically dispersed context.
Stay in contact with everyone – In an office environment, it's easy to stop by team members' desks to comment on their work or call them into a meeting room for a quick conversation. If your team is dispersed, you need to find ways to make up for not having this ability. Often, this means using a more formal process. You may want to schedule a telephone call, or offer feedback by email if your team member works in a different time zone. For useful tips on the best ways to talk to your team members, look at our Giving Feedback article.
Make sure that feedback is fair and consistent – When providing feedback for dispersed teams, pay special attention to fairness. When some team members see the manager face-to-face and others don't, it can be difficult to make sure everyone feels they're getting equal treatment. You may need to set aside extra time for one-on-one calls with remote workers. The more isolated the workers, the more attention they may need. It's easy for remote staff to feel unmotivated and isolated if they're working far away from the rest of the team and in a different time zone. Stay in regular contact so that they never feel forgotten.
Ensure that rewards are equal – When rewarding performance, you must be sure that your incentive program is equal and fair. Do you reward workers appropriately and thoughtfully? Do workers in remote offices feel as valued and rewarded as those in the office next door to you? Read Rewarding Your Team for some tips on saying thank you. When selecting people to work in a geographically dispersed team, choose individuals with the right qualities for this situation. Look for the following qualities:
They should be self-motivated – It's important to choose team members who have above-average self-motivation and like to work independently, rather than those who need constant encouragement and attention to get the job done.
They need good communication skills – There may be limited, or no, face-to-face contact, so workers should have strong communication skills. As part of this, they should be comfortable with Internet technologies, such as Skype or webcams.
They must be results-driven – You want workers who like to set and achieve objectives. They should be comfortable with being assessed using key performance indicators (KPIs).
They should be open and honest – You can't watch over remote team members, so you have to rely on them to come to you with problems, suggestions, and other feedback. This is why it helps if you choose workers with open and straightforward personalities. choosing the right people New leader integration process
Exercise in "Building effective virtual and remote teams", page 81 Orientation for new virtual team members:
Provide training that paints a realistic picture of what it will be like working remotely.
Take time to conduct an in-depth introduction of the new employee to other team members.
Include a thorough discussion of the the organization's culture.
Review the team's charter and operating guidelines.
Review the team's communication protocols and preferences.
Set aside sufficient time for the new employee to get up to speed on the technologies the team uses.
If this is a project team, provide current status and history of the project.
Build in some face-to-face time with the team as soon as possible. If you manage a global (virtual/diverse) team, you face greater challenges than those who lead teams that share the same time zone, language or geographical place.

Providing ongoing feedback to your subordinates on their performance; they need regular feedback on how they are doing
Showcase team member's competence: make sure that every team member has a clear understanding of the roles of his teammates; take special pains to highlight each individual's expertise for the rest of the team so that everyone has confidence in the competence of one's teammates; give people the opportunity to put their expertise on display
Foster cultural understanding and overcome diverse ways of doing business, address those kinds of differences so that people can trust their virtual colleagues
Manage diversity: let your team members share personal background information, ask them to share personal histories by having each talk to the group briefly about his work history and experience; help the process along by asking open-ended, work-focused questions that allow team members to tell their own stories
Give space to decide how the team will work together: Ask team members what worked for them in the past, let them discuss what has contributed to the success of their past teams
State clearly why the team has been formed: explain the problem to be solved or the improvements that will result if the team is successful in its efforts
Optimize individual strengths
Ensure a free flow of information: you need to establish clear processes for communicating within the team, including arrangements for written, electronic, or face-to-face communication for different aspects of the team's work such as communication between individuals, solving problems, giving feedback, passing information or making decisions. (virtual) leadership Challenge: Building alignment
Successful leaders of virtual teams clearly articulate team goals and direction and continually revisit these over time so team members have a shared target.
Although important to any kind of team, clear team goals are especially crucial for members of virtual teams because the members are given a sense of purpose and meaning that sustains them when they are working alone or without regular direct contact with the team leader or other team members.
Clear goals also help to unify the actions of a globally dispersed team and keep the team members focused on execution.
The road to global team alignment begins with leaders and team members who actively seek to learn what they don’t know, and who proactively invite the unexpected as a way of establishing a common purpose.
http://www.aperianglobal.com/newsletter_archive/publications_newsletter055.asp tipps for building a shared vision:
How can a team leader build a shared picture of the future when heading up a team that holds an enormous diversity of perspectives and will rarely meet in person? Here are some sample practices from successful global team leaders that are applicable for most teams:
Kick off the team effort with a face-to-face meeting to build personal relationships.
Make short-term site visits at an early stage to build an understanding of the business and organizational context in other locations.
Solicit information and input from team members on a regular basis regarding distinctive characteristics of their local environment; make such exchanges a regular team “habit.”
Rotate face-to-face team meetings or hosting of virtual meetings between different market locations to promote broader team member awareness.
Involve team members in decision-making to a greater extent than usual in order to avoid “surprises” or resistance after a decision has been made.
Wait until after team meetings to receive additional feedback from less vocal members before rolling out solutions.
Invest in longer-term people exchange between key locations to promote the exchange of information and to provide a “window person” in each location who can support relations with his or her home site.
Hire international employees into headquarters team member positions and leverage the existing multicultural workforce.
Build a system for knowledge sharing between team leaders across teams with related tasks.
Utilize training events for team members and team leaders to foster cross-functional knowledge exchange. Building trust
By being a leader in a faceless workplace, building trust is arguably the most significant part of a successful team. Think of trust as a pivotal block in a game of Tumbling Towers. As soon as this single piece becomes loose, the entire structure falls apart. Don’t make your team dynamic suffer at the cost of a single loose block. Here are 6 tips that will help your team see you as a trustworthy leader. tipps for building trust

Be true – Like the old adage says, “Mean what you say, say what you mean”.
In certain situations, you may make promises with the full intention of keeping them. However, there is always a possibility that new circumstances may develop, where old promises are no longer feasible. What do you do? In such situations, it is essential to communicate your problem to your team and detail what you are doing to fix it. Note that the verb used here is “doing”—and not the word “trying”.
Don’t keep secrets—In other words: COMMUNICATE! Communicate your feelings, communicate you thoughts, communicate your actions, communicate your trust. The more transparent you are as a leader, the more transparent your employees will be with you. Communication with employees should also exceed work related discussions. If your employees consider you as a comrade, the trust will follow automatically.
Keep secrets—This is not to contradict the previous point. In this context, “keeping secrets” means to maintain the confidentiality and privacy of team members. If a team member confides in you, your duty should be to keep the information private. Be aware of what you say, as certain information can easily slip out to others involuntarily.
Be approachable—As an approachable team leader, you automatically allow your team to open up to you. Team members will voluntarily give you feedback on work related issues and possibly personal issues as well. Your team will realize you are a reliable source of support, advice and overall mentorship.
Don’t be suspicious –There’s nothing more irritating than an overbearing parent looming over your shoulders while you work. Scratch that…there is: An overbearing boss. What you may call an “hourly status report” translates to “I’ve got my eye on y
nou” for the rest of the team. If your virtual employee has agreed to have a certain task completed by noon, take this or her word for it. In the situation where the work is not in by noon, don’t assume the team member has slacked off. Instead, ask if he or she needs any additional support or they need a bit more clarification. Also consider if the employee is experiencing any personal trouble at home or other external discrepancies. Be present to your team, not persistent. Give support, but also give space. building trust building team alignment Promote Team Bonding

Most people who work in an office environment enjoy occasional lunches or drinks with co-workers. And then there's the tradition of having cake for people's birthdays. These are all great team-bonding activities. Unfortunately, they obviously won't work with geographically dispersed teams! As a manager, be creative about ways to achieve team bonding if workers are physically separated.
Depending on budget, you may want to get your team together once a year – or more, if possible. How about a weekend away to do some team-building activities? If budgets are tight, however, you need alternatives. Here are some ideas:
Set up an intranet team page - This could include a forum for suggestions or ideas on particular projects. Include photographs of team members.
Build a virtual team room - This is less formal than a team page. It's the virtual equivalent of your office's coffee break area. Workers could share more personal information, such as fund-raising or charity events they're involved in. And you can put up photos of cakes to celebrate birthdays (zero calories too)!
Use webcams - Webcams are a very inexpensive way to see other team members during phone calls, and this helps your team feel more connected to one another. required leadership competences our services global leadership challenges Regeln vereinbaren:
"Teamentwicklung im Diversity Management"
Regeln des Teams: 135, 175 Consulting virtual teams About virtual teams our approach Types of global teams ... virtual team development curve
Building effective and remote teams, page 53
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