Gilbert.jonathan

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Keys to Making Virtual Communication Work

Jonathan Gilbert, PMPDirector of Client Solutions

ESI International

Used with Permission

http://www.esi-intl.com/�

building talent, driving results

Our Agenda Today

Communication – in general

Virtual Communication

Tips and Resources

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From your perspective, what are the top challengesyou face, right now, in leading a virtual team.

Discussion

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What are our rules of engagement for today’s discussion?

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Communication –in general


Why does communication matter so much?

Idea of the need to communicate well is not new!

Communication is the grounding skill for –– Facilitation– Collaboration– Influencing– Relationship building– Team building– Negotiation– Conflict resolution– Customer relationships– And more…

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Communication is also the cornerstone skill for –

Business Analysts– Eliciting requirements– Listening– Facilitation

Program Managers– PMI’s Exam Specification includes many

communication-oriented skills

Project Managers– Gaining buy-in– Managing customer expectations– Presenting to stakeholders

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What the Experts Say

Poor communication was the #1 cause of project failure in COMPTIA poll.

- CompTIA, 2007

75% of IT decision makers described communication skills as “very important” to their hiring decisions in 2007.

- Forrester, 2007

Of the Top 10 Knowledge and Skills Expected to Increase in Importance Over the Next Five Years:

#3 – Teamwork and Collaboration (74.2%)

- Creativity and Innovation 2007

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Communication

= Shared meaning and desired

outcome

High-impact communication is clear communication directed at a targetaudience that achieves its purpose by producing desired outcomes.

Communication is the transfer of information between people and the attachment of meaning.

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Communication Filters

What is a filter? Anything that interferes with the message Primary filters in communication

– Memory– Context– Content– Style

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Virtual Communication


Virtual Teams

First, let’s take a look at the definition …

Virtual Teams“A group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face.”

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What the Research Tells Us About Virtual Teams

Greater access to global talent Greater work-life balance for some

employees Geographically dispersed members Multiple cultures (visible/hidden) Clear goals and standards are even

more critical Communication/trust is the number

one issue Employee development and

mentoring must take on a new form

Conflict can go underground and escalate rapidly

It is tougher to evaluate individual performance

Effective use of technology is essential

Relationships take more time and effort

It is tougher to implement change

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Tips and Resources


““

Team Standards

Standards/goals without consequences are merely suggestions.

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Establishing Team Standards and Norms

Keep in touch with other team members.

Check your voicemail every day and return calls within 24 hours. Check your email every day and respond to messages within 24

hours.

If you are going to be out of the office, let other people know and leave a message on your voicemail — an “out of the office alert.”

Email messages are to be used for updating and exchanging. information only. There are to be no surprises over email about problems. Interpersonal issues are not to be resolved using email; use the telephone or a face-to-face meeting.

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Establishing Team Standards and Norms (cont.)

Send an agenda out 48 hours in advance of the meeting.

Be on time for video conferences, audio conferences and other meetings.

In video conferences or audio conferences, keep the mute button on when not speaking.

Take breaks every 60 or 90 minutes during audio conferences and video conferences.

Do not interrupt others in meetings.

At the end of each meeting, evaluate how the team performed, abiding by team norms.

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Establishing Team Charters That Include…

The mission and scope of the team Standards for team behavior and team

processes Clear understanding of individual

accountabilities and use of “responsibility charting”

Effective use of technology Development of an external communication

plan to key stakeholders Success measures that everyone

understands

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Communicating the Vision and Goals

Make it simple to communicate and easy to remember

Paint a picture using examples or analogies

Present the vision in multiple forums Repeat the message; according to

Hallmark, people need to hear it seven times

Connect each employee’s work to the over-arching goal

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Communication Filters

One way to ensure messages are received correctly is to understand your communication style. To capitalize on your communication strengths To improve your ability to communicate with

people who have different communication styles

To recognize when a miscommunication occurs due to style, not content

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Communicating with…

Direct Spirited

Bottom line Speaks forcefully Presents strongly

Persuasive Big picture Motivational

Systematic Considerate

Precise Concise Speaks efficiently

Supportive Trust and harmony Listens well

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Communicating with…

Direct Spirited Focus on their goals and objectives Keep your relationship businesslike Argue facts, not personal feelings Be well-organized in your presentations Ask questions directly Speak at a relatively fast pace

Focus on opinions and inspiring ideas Be supportive of their ideas Don’t hurry the discussion Engage in brainstorming Be entertaining and fast-moving Allow them to share their ideas freely

Systematic Considerate Focus on facts, not opinions Be thorough and organized Provide written evidence when possible Be systematic in your presentations Avoid gimmicks Allow time for analysis

Focus on your relationship Be supportive of their feelings Make sure you understand their needs Be informal Maintain a relaxed pace Give them time to build trust in you

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Summary: Styles and Tips

Direct Spirited Considerate Systematic

Verbal Decisive

direct speech

doesn’t stop to say hello

Expresses opinions readily

generalizes

persuasive

Listens

close, personal language

supportive language

Focuses on specific details

precise language

avoids emotions

Paraverbal speaks quickly

loud tones

formal speech

lots of voice inflections

animated

loud tones

speaks slowly

soft tones

patient speech

little vocal variety

brief speech

even delivery

Body Language direct eye contact

firm handshake

bold visual appearance

quick actions

lots of body movement

enthusiastic handshake

gentle handshake

likes hugging

slow movement

poker face

controlled movement

avoids touching

Personal Space keeps physical distance

displays planning calendars in work space

work space suggests power

cluttered workspace

personal slogans in office

likes close physical space

family pictures in workspace

likes side-by-side seating

carries sentimental items

a strong sense of personal space

charts, graphs in office

tidy desktop

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A Powerful “Opener”

TREOA

Topic: What is the problem, issue, or opportunity you are addressing? Recommendation: What is your general recommendation? Evidence: What evidence do you have that supports the topic and your

recommendation? Outcome: What outcome will the audience realize from this recommendation? Action: What specific action do you want this audience to take?

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References

Teams That Click, from The Results-Driven Manager series The Distance Manager: A Hands-On Guide to Managing Off-Site Employees and Virtual

Teams, by Kimball Fisher and Mareen Duncan Fisher Remote Working: Linking People and Organizations, by David Nickson and Suzy Siddons The I in Team, by Susan K. Gerke and Linda V. Berens Mastering Virtual Teams, by Deborah L. Duarte and Nancy Tennant Snyder Leadership At A Distance, edited by Suzanne Weisband

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Questions?

Jonathan Gilbert, PMPDirector of Client Solutions

ESI International

http://www.esi-intl.com/�

Gilbert.jonathan

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