global virtual teams - making it work

Thinkglobalgrowth.com

Global Virtual Teams: Making it work

Keith Warburton – CEO TGG



Format• TGG – what we do• Background comments• Global Virtual Teams – a definition• The Impact of Cultural Differences• Leading Global Virtual Teams• Making Global Teams More Effective• Communication in Global Virtual Teams• Golden Rules for Global Virtual Teams• Contact Details for Global Virtual Team Training


TGG• Dedicated to helping clients work more

effectively across the boundaries of geography, market conditions and culture:– Global Cultural Awareness Training– Global Virtual Team Training– Global Supply Chain Management Training– Global Outsourcing Training– Global Market Entry (UK outbound & inbound)


Background comments• Business organisations of all sizes are increasingly

working in multi-located, multi-cultural teams• The growth of technology will continue to drive this

trend over the coming years• Employees need new skills and knowledge to help

them embrace this changed working environment• Research shows that multi-located, multi-cultural

teams are less efficient than co-located teams• This imbalance can be addressed through quality

training interventions


Global Virtual Teams – a definition

• A Global Virtual Team is a group of individuals who to work across the boundaries of time, geography, culture and language and who link successfully using technology and agreed common goals

• These teams should have the right skill sets, be committed to agreed corporate goals and hold each other mutually accountable for reaching those goals

•


Global Virtual Teams – the reality• The definition is undoubtedly accurate but in reality

difficult to achieve because:• People lack cultural fluency and knowledge• Technology is either inadequate or simply not used• Common goals are difficult to agree across different

territories• Global Virtual Teams are often badly constructed and

typified by poorly matched skill-sets• People outside the centre often feel alienated and

excluded leading to a lack of a sense of accountability


The Impact of Cultural Differences• National culture underpins working patterns and

approaches• These national styles almost always over-ride

corporate culture• A global team in seven different countries could

have seven different views on (for example) how to run a meeting

• These cultural differences must be addressed if Global Virtual Teams are to work effectively


The Impact of Cultural Differences

• Global cultural differences will impact on a number of key areas. Here are a few:

• Approach to meetings• Expectations about leadership style• Attitudes to the decision-making process• Detail-orientation• Escalation policies• Intra-team communication


Leading Global Virtual Teams• Globally, there is no such thing as good leadership style• What is considered good leadership style in one country is

considered poor leadership in another• If you are leading a Global Virtual Team comprising seven

different nationalities, what leadership style are people expecting?

• Will they all be expecting the same from the leader?• The answer is definitely ‘no’• Good global leaders need to understand the expectations of

team member and be able to flex accordingly• This demands high levels of cultural fluency


Making Global Teams More Effective

• Global virtual teams suffer from a lack of ‘water-cooler’ moments – they lack all spontaneity

• This means that everything needs to be planned far more carefully than is necessary in co-located teams

• Everything needs to be made clear to all team members and all team members need to be made to feel included

• This is the key function of the Global Virtual Team leader


Making Global Teams More Effective• Some key areas that need addressing in detail are:• Agreement and understanding of common goals• Roles and responsibilities of all team members made

clear to all other team members• Escalation processes made explicit and acknowledged

by the whole team• A good understanding of the decision-making

processes which will be used• A communication methodology of who communicates

what to whom and through which medium


Communication in Global Virtual Teams• Do not underestimate the difficulties faced by non-native

English speakers when communicating in English with international colleagues

• Great efforts need to be made to ensure communication is of a level and style which can be understood by all

• The Virtual Team leader needs to be alive to any communication problems which arise and address them immediately

• Different cultures have differing views on what constitutes ‘good’ and ‘bad’ communication style

• Cultural fluency and flexibility is needed by all.


Golden Rules for Global Virtual Teams

1. Acknowledge that global virtual team working requires different, specific skill-sets

2. Develop leaders with cultural fluency and knowledge

3. Plan everything in details – things don’t happen by chance in global virtual teams

4. Ensure that the goals are understood by all and revisit them regularly

5. Be alive to potential communication difficulties

6. Ensure all team members are equally engaged


Contact Details for Global Virtual Team Training

• TGG have an extensive suite of proven training course which can help your global virtual teams work better

• These courses have been run all over the world• For further details on how we can help your

organisation please contact us at:

[email protected]

mailto:[email protected]


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global virtual teams - making it work

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