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A Global Company’s Secrets to Virtual Team Success
Darleen DeRosa,Managing Partner,OnPoint [email protected]
Featuring:
Toni Freeland, Director, Learning and Development,Wolverine [email protected]
About OnPoint Consulting
● Author of Virtual Team Success: A Practical Guide to Working and Leading From a Distance
● Works with global brands, including Wolverine Worldwide, Merck and Autodesk
Top organizational and leadership development firm
About Wolverine Worldwide
● Founded in 1883, headquartered in Michigan● In more than 200 countries and territories ● 12 global brands, including Sperry, Saucony, Merrell,
Hush Puppies and CAT Footwear
Our mission: To empower, engage and inspire our customers—every step of the way.
Agenda
● The challenges of working in a virtual team● How to budget for, select and implement training● How to measure the success of training ● Best practices for training virtual leaders
Why It MattersIn OnPoint’s Virtual Team Study, 49% of stakeholders reported their virtual team leaders were not performing at a high level.
Virtual team failures lead to inefficiencies, reduced customer satisfaction and ultimately, decreased profits.
The Wolverine Challenge Numerous acquisitions and continued global expansion led to decentralization and challenges communicating and collaborating within virtual teams.
Virtual leaders had difficulty motivating teams and holding them accountable for results.
The Goals1. Raise awareness that managing a virtual team is
different from managing face-to-face2. Equip virtual leaders with the skills and tools they
need to be more effective
Selecting the Right Training● Research-based● Cost-effective● Practical, actionable● Scalable ● Customized to our needs● Easy for busy leaders to adopt
Obstacles to Overcome● Awareness among leaders that virtual leadership
requires different skills than traditional leadership● Getting global participation vs. U.S. only ● Setting a budget● Getting leaders to commit (and actually attend)
Getting Buy-In● Tie training to strategy or a corporate value● Share research, best practices● Share virtual leadership mishaps/consequences● Suggest a pilot program to evaluate value● Conduct a needs analysis with virtual leaders to
understand their challenges
Setting a Budget● Start small: Focus on one cohort first
● Benchmark spending against industry peers
● Use annual turnover statistics and performance evaluation data among virtual leaders to show what is at stake if you do nothing
Getting Leaders to Commit● Ask them what they want to learn
● Use self-assessments and 360 feedback from peers, supervisors and direct reports to identify most pressing needs
● Involve their manager to gain buy-in and support
Getting Leaders to Commit● Offer incentives (certification, social media badge,
free lunch on training days)
● Require registration and have consequences for not attending (such as charging their department)
The Curriculum● No Trust, No Team: Building Trust Virtually
● Conducting Effective V-Meetings
● Influencing Remotely
● Managing Conflict From a Distance
● Managing Accountability and Coaching in a Virtual Environment
● How Great Leaders Inspire Action and Motivate Others From a Distance
The Participants● 45 global participants over two cohorts● Diverse backgrounds and geography● Each leader committed to at least 4 of 5 modules● Attendance was mandatory; departments would
be charged for those who did not attend
The Format● 90-minute webinars; each included pre-work and
post-session action planning● Bi-weekly sessions to space out learning● Convenient time zone for global participation
“Shows how we can be more effective accomplishing the team goals as a leader.”
“I am getting to know my team on a personal level and I have more of a connection to them.”
“I’ve learned how to connect and align with each other to achieve a common goal.”
“Better communication, lots of dialogue, working verbally more now than through email.”
Practical Application● More effective meetings with time spent building
relationships
● Proactive planning for virtual meetings (utilizing virtual meeting platforms)
Practical Application● Stronger interpersonal relationships and more
effective working relationships● More constructive performance reviews● Ability to address conflict more effectively and
tools for how to address it
What’s Next for Wolverine● Planning an additional cohort in 2016 and two
cohorts in 2017● Laid the foundation for new global, online
leadership development curriculum● Launching global team performance survey to
assess health of face-to-face and virtual teams.
Close the Distance Gap:Best Practices
Make Time For Relationships● Meet in person at least once in first 3-6 months● Set aside time at every meeting for small talk● Use informal forms of communication, such as
Google Chat
Set Expectations● Ensure teams and leaders have a shared,
clearly defined purpose ● Make clear what is expected in terms of
frequency and methods of communication ● Outline standard processes in shared
documents
Equip Leaders With TrainingKey skills virtual leaders must master: ● Building trust● Conducting effective meetings● High-impact communication skills● Influencing● Managing accountability● Motivating others
How Are Your Leaders Doing?Put them to the test with our Leading From a
Distance Assessment! Contact us for a consultation.
Questions & Discussion
THANK YOU!If you’d like to learn more about our
assessment and training tools for virtual leaders, feel free to contact us.
www.OnPointConsultingLLC.com | 203.533.5128
