The secrets to leading virtual or dispersed agile Jones - Leading Virtual Tea… · Social contract...
Transcript of The secrets to leading virtual or dispersed agile Jones - Leading Virtual Tea… · Social contract...
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The secrets to leading virtual or dispersed agile teamsKorrine Jones
OD Consulting
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Overview
Capabilities of successful virtual team leaders
The importance of creating shared vision and values
Tips for managing individual performance
Techniques for building trust
Ideas for leveraging tools and processes to develop a strong sense of team
Tips on using communication tools wisely
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Real Leadership (Virtually)
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Secrets to successfully combining agile and virtual teams
Top notch leadership
Clear goals and objectives
Periodic face to face meetings
Frequent communications
Decoupling of distributed sites
Minimisation of time differences
Careful attention to cultural differences
Maximised communication quality
(Source: Frico, 2013, Eckstein, 2013)
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Capabilities of successful virtual leaders
Excellent communicator across a wide range of media
Very good listener
Skilled in encouraging open dialogue
Focused on clarifying goals and guidelines
Focused on team development and aware of virtual team dynamics
Culturally sensitive and flexible
Results focused and relationship oriented, nurturing trust across the team
Comfortable and skilled at identifying and handling conflict
A skilled facilitator who can engage all team members, even at a distance
(Ferrazzi, 2014; ASTD, 2013; Caulat, 2006; Johnson, 2008; O’Neill, 2012)
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Self-awareness
Self-regulation
Empathy
Social skills
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Developing a shared vision
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Developing a social contract
Leadership Model corporate vision and values and these
team values
Responsibility and integrity Do what you say you’re going to do
Respect Acknowledge electronic communication within
agreed timeframes
Teamwork Connect with other team members regularly
Creativity Think outside the square
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Social contract
Application Health Social Contract - “We will...”
Actively make continuous improvement part of our way of working and seek automation opportunities to reduce cost, increase simplicity, reliability, scalability, flexibility and self-service.
Eliminate waste, unnecessary actions, interactions, meetings, processes and tasks and focus on must and should haves.
Ensure we engage more with our customers and SMEs (Don’t assume. Understand the problem and manage expectations)
Maintain close and positive relationships with our Stakeholders, Partners and Vendors
Embrace our strategy, leadership profiles and WOW values, principals and processes.
Be accountable! (JIRA, Wall, Remedy, Admin and compliance, our activities)
Raise blockers and seek assistance to ensure we, as a team, deliver on all work that we have committed to
Be conscious of remote staff/partners and flexible hours within the team when planning meetings or communicating team decisions and news.
Attend on time, be prepared and contribute at all meetings.
Ensure everyone has the opportunity to present their point of view and be heard when making team decisions.
Be professional, positive and constructive, work together on challenges and then support team decisions with unity.
Be flexible and adaptive to change. See all change as an opportunity.
Take ownership of our own development and performance.
Follow the Bank’s hot desk policies including storing you belongings, cleaning up each day and booking your desk
Comply with all policies and guidelines when working from home.
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• Clearly articulated goals, plans and processes
• Clear roles
• Solid induction
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Clear processes
High
Team Performance
Low
DispersionLow (same floor) High (different continent)
Clarity of processes high
(Source: Siebdrat, Hoegl and Ernst, 2009)
Clarity of processes low
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Select the right people and integrate them
•Self starters
•Tech savvy
•Autonomous
•Actively reach out to collaborate
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Manage by outcomes
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GROW coaching process
•WHAT COULD YOU DO?
•WHAT OPTIONS ARE AVAILABLE?
•WHAT RESOURCES ARE AVAILABLE TO YOU?
•WHAT WILL YOU DO?
•WHEN WILL YOU DO IT?
•WHAT SUPPORT WILL YOU NEED?
•WHAT IS HAPPENING NOW?
•WHAT HAVE YOU DONE SO FAR?
•THE HARD, COLD BRUTAL FACTS.
•WHAT IS YOUR DESIRED OUTCOME?
•WHAT DO YOU WANT?
•WHAT’S THE LONG TERM OBECTIVE IN MIND?
Goal Reality
Options
What, when,
The WILL
(Whitmore, J. 2009)
GROW Coaching
model
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GROW coaching process
•WHAT COULD YOU DO?
•WHAT OPTIONS ARE AVAILABLE?
•WHAT RESOURCES ARE AVAILABLE TO YOU?
•WHAT WILL YOU DO?
•WHEN WILL YOU DO IT?
•WHAT SUPPORT WILL YOU NEED?
•WHAT IS HAPPENING NOW?
•WHAT HAVE YOU DONE SO FAR?
•THE HARD, COLD BRUTAL FACTS.
•WHAT IS YOUR DESIRED OUTCOME?
•WHAT DO YOU WANT?
•WHAT’S THE LONG TERM OBECTIVE IN MIND?
Goal Reality
Options
What, when,
The WILL
(Whitmore, J. 2009)
GROW Coaching
model
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GROW coaching process
•WHAT COULD YOU DO?
•WHAT OPTIONS ARE AVAILABLE?
•WHAT RESOURCES ARE AVAILABLE TO YOU?
•WHAT WILL YOU DO?
•WHEN WILL YOU DO IT?
•WHAT SUPPORT WILL YOU NEED?
•WHAT IS HAPPENING NOW?
•WHAT HAVE YOU DONE SO FAR?
•THE HARD, COLD BRUTAL FACTS.
•WHAT IS YOUR DESIRED OUTCOME?
•WHAT DO YOU WANT?
•WHAT’S THE LONG TERM OBECTIVE IN MIND?
Goal Reality
Options
What, when,
The WILL
(Whitmore, J. 2009)
GROW Coaching
model
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GROW coaching process
•WHAT COULD YOU DO?
•WHAT OPTIONS ARE AVAILABLE?
•WHAT RESOURCES ARE AVAILABLE TO YOU?
•WHAT WILL YOU DO?
•WHEN WILL YOU DO IT?
•WHAT SUPPORT WILL YOU NEED?
•WHAT IS HAPPENING NOW?
•WHAT HAVE YOU DONE SO FAR?
•THE HARD, COLD BRUTAL FACTS.
•WHAT IS YOUR DESIRED OUTCOME?
•WHAT DO YOU WANT?
•WHAT’S THE LONG TERM OBECTIVE IN MIND?
Goal Reality
Options
What, when,
The WILL
(Whitmore, J. 2009)
GROW Coaching
model
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Build one on one relationships
•Deliberate regular contact
•Focus on those most remote
•Purely social conversations
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Needs and expectations
Trust
Expectations•Regular meetings•Holidays•Fun workplace
Needs•Financial security•Respect•Belonging
(Source: Hall, V., 2013.)
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Replicate water cooler conversations
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Face to face……if possible
• Speeds up trust building
• Develop shared vision, values and plans
• Include social interaction
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Meet often - virtually
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Virtual wall
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Virtual stand ups
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Virtual celebrations
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Create rituals and symbols
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• Agree on how to communicate
• Develop communication and meeting protocols
• Choose and use tools wiselyLeverage communication tools
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Consider the richness of your communication channels
RICHNESS TOOLS
Low Policy documents
Guidelines and procedures
Moderate Teleconference
Telephone
Document/desktop sharing
Discussion boards
Instant messaging
High Video conference
Face-to-face
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Overview
Capabilities of successful virtual team leaders
The importance of creating shared vision and values
Tips for managing individual performance
Techniques for building trust
Ideas for leveraging tools and processes to develop a strong sense of team
Tips on using communication tools wisely
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Questions
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Additional Resources
For whitepapers, blogs, newsletters and more information
www.odconsulting.com.au
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