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Virtual Team Building and Management
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Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee!
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TABLE OF CONTENTS Preface .............................................................................................................................................. 3
What is Courseware? ................................................................................................................................ 3
How Do I Customize My Course? .............................................................................................................. 3
Materials Required ................................................................................................................................... 4
Maximizing Your Training Power .............................................................................................................. 5
Icebreakers ........................................................................................................................................ 6
Icebreaker: Friends Indeed ........................................................................................................................ 7
Training Manual Sample ..................................................................................................................... 8
Sample Module: Building Trust ................................................................................................................. 9
Instructor Guide Sample ................................................................................................................... 17
Sample Module: Building Trust ............................................................................................................... 18
Activities ......................................................................................................................................... 27
Quick Reference Sheets .................................................................................................................... 30
Certificate of Completion ................................................................................................................. 32
PowerPoint Sample .......................................................................................................................... 34
Full Course Table of Contents ........................................................................................................... 41
Preface
What is Courseware? Welcome to Corporate Training Materials, a completely new training experience!
Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train!
Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting).
To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once.
If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.
For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document.
For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials.
Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.)
We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.
We recommend these additional materials for all workshops:
• Laptop with projector, for PowerPoint slides
• Quick Reference Sheets for students to take home
• Timer or watch (separate from your laptop)
• Masking tape
• Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
• Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold.
o Use examples, case studies, and stories that are relevant to the group.
o Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
o Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
• Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures.
• Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
• Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
Icebreakers
Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps “break the ice” with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.
Icebreaker: Friends Indeed
Purpose
Have the participants moving around and help to make introductions to each other.
Materials Required
• Name card for each person • Markers
Preparation
Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle.
Activity
Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle.
Examples:
• Friends who have cats at home • Friends who are wearing blue • Friends who don’t like ice cream
The odd person out must stand in the center and make a statement.
The rules:
• You cannot move immediately to your left or right, or back to your place. • Let’s be adults: no kicking, punching, body-checking, etc.
Play a few rounds until everyone has had a chance to move around.
Training Manual Sample
On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation.
The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.
Sample Module: Building Trust Creating an open and honest environment in the workplace is a key factor to keeping employees happy and productive. On a virtual team, it is just as important to remain open with your team members and keep them in the immediate loop of information. Since they are not always in a central location, it is essential to keep them updated on current happenings in the company and in their department. When the employees feel included, they learn to trust you and will look to you
when they have questions.
Learning to trust is one of life’s most difficult tasks.
Isaac Watts
Trust Your Team and They Will Trust You
Trust is a key component in any relationship, personal or professional. Virtual teams can have additional problems with trust when they are not always in each other’s company. They can be unsure about what is being said or if they are doing as well as they should. As a manager, it is important to show your trust in your employees first. Show them that you trust them to complete their work and trust them with crucial information, such as potential job reassignments or even closures. When the employees feel as though you trust them, they can, in turn, learn to trust you. They will instill their trust in you and confide in you when they have concerns or are
worried. This trust not only builds a stronger relationship among the employee and manager, but also the entire virtual team.
Beware of “Us vs. Them” Territorial Issues
Often times when management tries to solely run a team without regards to its members, the employees can begin to have that “Us against Them” mentality. They begin to believe that management is only looking out for management or does not value the opinion of the team members. This can cause further resentment from employees and can affect the whole team’s productivity. Remind your employees that you are on their side and that you realize that the team works together to
accomplish the same goal. Let them know that they are included in many of the decisions made (although not ALL of them), and that their presence on the team is valued. When employees feel as though they are part of the working machine, they are less likely to feel like an opposing force.
Share Best Practices
A form of ‘best practice’ is loosely defined as a practice that has proved productive in the past and has results behind it to back it up. Sharing best practices with your virtual team can be a great move when faced with some of the same situations. Common forms of sharing these practices including sending them through email or forming some kind of instruction sheet. Some employees may need to be counseled
in person or shown how to follow a process step by step. Sharing these practices shows trust among employees and trust that they can continue the chain of success.
Best practices:
• Processes/procedures that have worked before
• Can be shared a number of ways, including email, videos or personal instruction
• Consult with employees regarding alterations/variations if needed
• Follow up with employees to ensure comprehension
Create a Sense of Ownership
021One overlooked method of building trust among your virtual team is helping them create a sense of ownership. Employees feel more passionate about their jobs when they feel as though they not only have a part in the team’s success, but can feel as though their part is essential to the overall success. Although it can take a good amount of time to help an employee establish their sense of ownership, it can prove beneficial for everyone in the long run.
Tips:
• Ask what you can do to accomplish something
• Encourage every new idea
• Make a plan and put into action
Case Study
Adam is a new manager and wants to build trust with his new employees. He decides to hold a meeting and meet them all personally. He introduced himself to each employee and told them about himself and what he would be doing as their manager. After all, he wanted them to trust him, not fear him. He assured them that he wanted to work with them, not above them, and wanted to see the team succeed. Once they started discussing the team’s assignments, Adam opened up about some
of his best practices that he used in the past and explained how he wanted to give them a test run with this team. He made sure they all felt as though they were a part of the planning process because he wanted them to feel like a team.
Sample Module: Review Questions
1. Virtual teams depend on _________ from their other members.
a) Humor b) Email responses c) Favors d) Trust
2. The feeling of trust on a virtual team should be what?
a) Overwhelming b) Mutual c) At a low level d) Uneven
3. To avoid the “Us vs. Them” mentality, it helps to remind employees of what?
a) You are there to help them b) You are the manager c) You have your own problems d) You are there when they are doing something wrong
4. When a manager makes decisions without consulting the team, the employees can feel what?
a) Relieved b) Happy c) Unheard d) Relaxed
5. What is a best practice?
a) A practice or procedure that has proved successful for the company b) A policy regarding job skills c) A standard in file sharing d) A rule about food in the company refrigerator
6. When a manager decides to share best practices with employees, it shows what?
a) Pressure b) Haste c) Aggression d) Trust
7. What is one way managers can encourage a sense of ownership in employees?
a) Ask them to write ideas down for later b) Tell employees to stick to the rules c) Encourage new ideas on the team d) Allow one person to make a suggestion each week
8. Employees who have a sense of ownership are more likely to do what?
a) Quit sooner b) Feel confident at work c) Complain more d) Ask for more projects
9. Why did Adam hold a meeting with the team members?
a) He wanted to fire someone from the team b) He wanted to introduce himself as the new manager c) He was promoting someone from the team d) He wanted to discuss recent sales reports
10. Adam wanted his team employees to feel what?
a) Like they are working beneath him b) Excited about receiving a new manager c) Aware of the possible changes that are coming d) As though they were a part of the planning process
Instructor Guide Sample
On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant.
The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.
Sample Module: Building Trust Creating an open and honest environment in the workplace is a key factor to keeping employees happy and productive. On a virtual team, it is just as important to remain open with your team members and keep them in the immediate loop of information. Since they are not always in a central location, it is essential to keep them updated on current happenings in the company and in their department. When the employees feel included, they learn to trust you and will look to you when they
have questions.
Learning to trust is one of life’s most difficult tasks.
Isaac Watts
Trust Your Team and They Will Trust You
Trust is a key component in any relationship, personal or professional. Virtual teams can have additional problems with trust when they are not always in each other’s company. They can be unsure about what is being said or if they are doing as well as they should. As a manager, it is important to show your trust in your employees first. Show them that you trust them to complete their work and trust them with crucial information, such as potential job reassignments or even closures. When the employees feel as though you trust them, they can, in turn, learn to trust you. They will instill their trust in you and confide in you when they have concerns or are
worried. This trust not only builds a stronger relationship among the employee and manager, but also the entire virtual team.
Estimated Time 10 minutes.
Topic Objective Identify the importance of trust among team members
Topic Summary
Trust Your Team and They Will Trust You
Discuss the important of management and team members having a trusting relationship.
Materials Required 13-Gaining Trust
Planning Checklist None
Recommended Activity Complete the worksheet individually. Share your ideas with the rest of the class.
Stories to Share Share any personal relevant stories.
Delivery Tips Ask for volunteers to share their answers.
Review Questions How can the absence of trust affect the whole team?
Beware of “Us vs. Them” Territorial Issues
Often times when management tries to solely run a team without regards to its members, the employees can begin to have that “Us against Them” mentality. They begin to believe that management is only looking out for management or does not value the opinion of the team members. This can cause further resentment from employees and can affect the whole team’s productivity. Remind your employees that you are on their side and that you realize that the team works together to
accomplish the same goal. Let them know that they are included in many of the decisions made (although not ALL of them), and that their presence on the team is valued. When employees feel as though they are part of the working machine, they are less likely to feel like an opposing force.
Estimated Time 10 minutes
Topic Objective Discuss the meaning of the “Us vs. Them” mentality among employees.
Topic Summary
Beware of “Us vs. Them” Territorial Issues
Identify the problems of the “Us vs. Them” mentality and how it can affect a virtual team.
Materials Required Flipchart/Dry erase board, markers
Planning Checklist None
Recommended Activity
Ask the class to remember a time when they worked on a team that had employees and managers working together. Ask them if they or anyone else in the team began to feel the “Us vs. Them” mentality. What happened to make them feel this way? Write their answers on the flipchart/dry erase board.
Stories to Share Share any relevant personal stories.
Delivery Tips Encourage everyone to participate.
Review Questions What does it mean to be “Us vs. Them”?
Share Best Practices
A form of ‘best practice’ is loosely defined as a practice that has proved productive in the past and has results behind it to back it up. Sharing best practices with your virtual team can be a great move when faced with some of the same situations. Common forms of sharing these practices including sending them through email or forming some kind of instruction sheet. Some employees may need to be counseled
in person or shown how to follow a process step by step. Sharing these practices shows trust among employees and trust that they can continue the chain of success.
Best practices:
• Processes/procedures that have worked before
• Can be shared a number of ways, including email, videos or personal instruction
• Consult with employees regarding alterations/variations if needed
• Follow up with employees to ensure comprehension
Estimated Time 10 minutes
Topic Objective Identifying how to share best practices in the company
Topic Summary
Share Best Practices
Discuss ways of identifying best practices and how to share them with the rest of the team.
Materials Required Flipchart/Dry erase board, markers
Planning Checklist None
Recommended Activity
Have the team imagine they are managing a brand new team of employees. Ask them identify some of their company’s best practices and determine how they would share them with these employees. Write their answers on the flipchart/dry erase board.
Stories to Share Share any relevant personal stories.
Delivery Tips Encourage everyone to participate.
Review Questions How can sharing best practices benefit the whole team?
Create a Sense of Ownership
021One overlooked method of building trust among your virtual team is helping them create a sense of ownership. Employees feel more passionate about their jobs when they feel as though they not only have a part in the team’s success, but can feel as though their part is essential to the overall success. Although it can take a good amount of time to help an employee establish their sense of ownership, it can prove beneficial for everyone in the long run.
Tips:
• Ask what you can do to accomplish something
• Encourage every new idea
• Make a plan and put into action
Estimated Time 10 minutes.
Topic Objective Discuss the importance of helping employees have a sense of ownership.
Topic Summary
Create a Sense of Ownership
Discuss what it means to have a sense of ownership and how it can boost an employee’s confidence and work morale.
Materials Required 14-Building Ownership with Employees
Planning Checklist None
Recommended Activity Complete the handout individually. Share your ideas with the rest of the class.
Stories to Share Share any personal relevant stories.
Delivery Tips Encourage everyone to share their ideas.
Review Questions What is one way managers can help employees create a sense of ownership in their jobs?
Case Study
Adam is a new manager and wants to build trust with his new employees. He decides to hold a meeting and meet them all personally. He introduced himself to each employee and told them about himself and what he would be doing as their manager. After all, he wanted them to trust him, not fear him. He assured them that he wanted to work with them, not above them, and wanted to see the team succeed. Once they started discussing the team’s assignments, Adam opened up about some
of his best practices that he used in the past and explained how he wanted to give them a test run with this team. He made sure they all felt as though they were a part of the planning process because he wanted them to feel like a team.
Estimated Time 15 minutes
Topic Objective Outline the Building Trust case study.
Topic Summary Case Study
Discuss various techniques to help build trust on a virtual team.
Materials Required None.
Planning Checklist None.
Recommended Activity Discuss the results of the case study. Would the team react differently if Adam had changed his approach?
Stories to Share Share any relevant personal/professional story.
Delivery Tips Encourage everyone to participate.
Review Questions What methods did Adam use to try and build trust with the employees?
Sample Module: Review Questions
1. Virtual teams depend on _________ from their other members.
a) Humor b) Email responses c) Favors d) Trust
Virtual team members depend on trust from their other teammates more than anything because they are not able to see or do things themselves and have to rely on other people to help out.
2. The feeling of trust on a virtual team should be what?
a) Overwhelming b) Mutual c) At a low level d) Uneven
Feelings of trust among members should be mutual. If they are not, it is important to address this with any members who feel that way and determine why.
3. To avoid the “Us vs. Them” mentality, it helps to remind employees of what?
a) You are there to help them b) You are the manager c) You have your own problems d) You are there when they are doing something wrong
Sometimes employees can feel as though you are against them or are not there to help them succeed. So it is important to regularly support your employees and remind them that you are there to help and to achieve the same goals they have.
4. When a manager makes decisions without consulting the team, the employees can feel what?
a) Relieved b) Happy c) Unheard d) Relaxed
Employees want to know they are included in the decision making and that their opinions matter. When a manager makes all of the decisions themselves, it can make the employee feel as though their voice is unheard.
5. What is a best practice?
a) A practice or procedure that has proved successful for the company b) A policy regarding job skills c) A standard in file sharing d) A rule about food in the company refrigerator
A best practice is a term used for something the company continues to use because it has given them results in the past. These are usually documented somewhere and shared employees.
6. When a manager decides to share best practices with employees, it shows what?
a) Pressure b) Haste c) Aggression d) Trust
Sharing a company’s best practices with employees and having them follow the procedure on their own shows trust in the employee from the manager and can boost the employee’s personal confidence.
7. What is one way managers can encourage a sense of ownership in employees?
a) Ask them to write ideas down for later b) Tell employees to stick to the rules c) Encourage new ideas on the team d) Allow one person to make a suggestion each week
When a manger encourages employees to act on or share new ideas and opinions, it helps the employee create a sense of ownership in the work and feel as though they are contributing.
8. Employees who have a sense of ownership are more likely to do what?
a) Quit sooner b) Feel confident at work c) Complain more d) Ask for more projects
When employees feel as though they have a sense of ownership in their position, they are more likely to feel passionate about their work and feel more confident doing it.
9. Why did Adam hold a meeting with the team members?
a) He wanted to fire someone from the team b) He wanted to introduce himself as the new manager c) He was promoting someone from the team d) He wanted to discuss recent sales reports
Adam was the new team manager and wanted to introduce himself in person to his new team of employees.
10. Adam wanted his team employees to feel what?
a) Like they are working beneath him b) Excited about receiving a new manager c) Aware of the possible changes that are coming d) As though they were a part of the planning process
Adam wanted his employees to feel as though they were a part of the planning process for the team because it not only shows his trust in them, but it helps create a sense of ownership within the employee.
Activities
During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized.
Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.
Sample Worksheet: Gaining Trust
On this worksheet, outline different methods you can use to help you gain the trust of your employees. Also, make notes of what you can do to better trust your employees in return.
Method #1
_____________________________________________________________________________________
_____________________________________________________________________________________
Method #2
_____________________________________________________________________________________
_____________________________________________________________________________________
Method #3
_____________________________________________________________________________________
_____________________________________________________________________________________
Method #4
_____________________________________________________________________________________
_____________________________________________________________________________________
Sample Worksheet: Building Ownership with Employees
Using the spaces below, think about ways you can help your employees build ownership with you and the team. In the next space, think of ways you can help them achieve their goal.
1.) ______________________________________________________________________________
How can the manager help? ______________________________________________________________________________
______________________________________________________________________________
2.) ______________________________________________________________________________
How can the manager help? ______________________________________________________________________________
______________________________________________________________________________
3.) ______________________________________________________________________________
How can the manager help? ______________________________________________________________________________
______________________________________________________________________________
Quick Reference Sheets
Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date.
They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.
Early and Often
Check in with your employees on a regular basis, whether by phone, email, conference, etc. Don’t let employees struggle through a problem over a long period of time. Don’t wait for them contact you; reach out to them to offer help. Contact each employee often and follow up after any problems they have reported. Keeping in touch with each employee not only cuts down on large problems, but it shows your support in the employee and can boost their morale substantially.
Tips:
• Create a regular schedule to check in with employees
• Find what methods work best for each employee
• Keep track of small problems that arise early to prevent bigger ones later
Provide Timely Feedback
Positive or negative, feedback is a great tool to help employees at work. On a virtual team, giving timely feedback is important to the team’s overall success. Employees need to know how they are doing on assignments and need to know if they need to change anything. Since the manager cannot randomly approach the employee to give feedback as they would in person, it is best to set up regular, scheduled sessions (such as by phone or chat) to alert the employee of any negative feedback that needs to be addressed or any positive feedback that should be shared. This will require the manager to get to know the employee personally so that the feedback sessions are not awkward or uncomfortable.
Respect and Embrace Differences
Diversity among a group is always a good thing, but under the wrong impressions it can ruin any team. Whether the difference is a type of culture, political opinions, or simply a difference in background, all these factors can change how a person interacts with another person and what kind of view they have. When team members are diverse, it can keep the team from thinking on one path and stop the ‘one track mind’. It opens teammates up to new ideas and points of view, which in turn can create new concepts for projects and
assignments. Together, they can learn to not only respect their differences among each other, but embrace them to create a whole new work style.
Virtual Team Building and Management
www.corporatetrainingmaterials.com © Corporate Training Materials
Certificate of Completion
Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.
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PowerPoint Sample
Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.
Full Course Table of Contents
Preface .............................................................................................................................................. 5
What is Courseware? ................................................................................................................................ 5
How Do I Customize My Course? .............................................................................................................. 5
Materials Required ................................................................................................................................... 7
Maximizing Your Training Power .............................................................................................................. 7
Module One: Getting Started ............................................................................................................. 9
Housekeeping Items.................................................................................................................................. 9
The Parking Lot ....................................................................................................................................... 10
Workshop Objectives .............................................................................................................................. 10
Pre-Assignment ....................................................................................................................................... 11
Module Two: Setting Up Your Virtual Team (I) .................................................................................. 12
Choose Self-Motivated People with Initiative ......................................................................................... 12
Face to Face Meetings at First (Kick-off Meeting) .................................................................................. 13
Diversity Will Add Value.......................................................................................................................... 14
Experienced with Technology ................................................................................................................. 15
Case Study ............................................................................................................................................... 16
Module Two: Review Questions .............................................................................................................. 18
Module Three: Setting Up Your Virtual Team (II) ............................................................................... 21
Personality Can Count as Much as Skills ................................................................................................. 21
Rules of Engagement .............................................................................................................................. 22
Setting up Ground Rules ......................................................................................................................... 23
Icebreakers and Introductions ................................................................................................................ 24
Case Study ............................................................................................................................................... 25
Module Three: Review Questions ........................................................................................................... 27
Module Four: Virtual Team Meetings ............................................................................................... 30
Scheduling Will Always Be an Issue ........................................................................................................ 30
Have a Clear Objective and Agenda ....................................................................................................... 31
Solicit Additional Topics in Advance ....................................................................................................... 32
Discourage Just Being a Status Report ................................................................................................... 33
Case Study ............................................................................................................................................... 34
Module Four: Review Questions ............................................................................................................. 35
Module Five: Communication (I) ....................................................................................................... 38
Early and Often ....................................................................................................................................... 38
Rules of Responsiveness ......................................................................................................................... 39
Face to Face When Possible .................................................................................................................... 40
Choose the Best Tool............................................................................................................................... 41
Case Study ............................................................................................................................................... 42
Module Five: Review Questions .............................................................................................................. 43
Module Six: Communication (II) ....................................................................................................... 46
Be Honest and Clear ............................................................................................................................... 46
Stay in Constant Contact ........................................................................................................................ 47
Don’t Make Assumptions ........................................................................................................................ 48
Set Up Email Protocols ............................................................................................................................ 49
Case Study ............................................................................................................................................... 50
Module Six: Review Questions ................................................................................................................ 51
Module Seven: Building Trust ........................................................................................................... 54
Trust Your Team and They Will Trust You ............................................................................................... 54
Beware of “Us vs. Them” Territorial Issues ............................................................................................. 55
Share Best Practices ................................................................................................................................ 56
Create a Sense of Ownership .................................................................................................................. 57
Case Study ............................................................................................................................................... 58
Module Seven: Review Questions ........................................................................................................... 59
Module Eight: Cultural Issues ........................................................................................................... 62
Respect and Embrace Differences .......................................................................................................... 62
Be Aware of Different Work Styles ......................................................................................................... 63
Know Your Team Members Cultural Background ................................................................................... 64
Case Study ............................................................................................................................................... 66
Module Eight: Review Questions ............................................................................................................ 67
Module Nine: To Succeed With a Virtual Team ................................................................................. 70
Set Clear Goals ........................................................................................................................................ 70
Create Standard Operating Procedures (SOPs) ...................................................................................... 71
Build a Team Culture .............................................................................................................................. 72
Provide Timely Feedback ........................................................................................................................ 73
Case Study ............................................................................................................................................... 74
Module Nine: Review Questions ............................................................................................................. 75
Module Ten: Dealing With Poor Team Players .................................................................................. 78
Manage Their Results, Not Their Activities ............................................................................................. 78
Be Proactive, Not Reactive ...................................................................................................................... 79
Check In Often ......................................................................................................................................... 80
Remove Them ......................................................................................................................................... 81
Case Study ............................................................................................................................................... 82
Module Ten: Review Questions .............................................................................................................. 83
Module Eleven: Choosing the Right Tools ......................................................................................... 86
Communication Software ....................................................................................................................... 86
Collaboration and Sharing Tools ............................................................................................................. 87
Project Management Software .............................................................................................................. 88
Use What Works for You and Your Team ............................................................................................... 89
Case Study ............................................................................................................................................... 90
Module Eleven: Review Questions .......................................................................................................... 92
Module Twelve: Wrapping Up .......................................................................................................... 95
Words from the Wise .............................................................................................................................. 95
Review of Parking Lot ............................................................................................................................. 95
Completion of Action Plans and Evaluations .......................................................................................... 96
