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Best Practices for Leading Virtual Teams as a Whole (extract from Kirkman)

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Best Practices for Leading Virtual Teams as a Whole (extract from Kirkman)

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1 team design
- clear, engaging direction; the proper authority to manage its work; and clear performance goals for the collective team.

2 team building
ensure everyone has a chance to learn about and discuss the style, context, goals, responsibilities, and challenges of the other members. Build trust in virtual teams.

3 team process
there is evidence that creating effective team states can mitigate the harmful effects of geographic dispersion on innovation and learning in virtual teams.

4 task and company structures;
To avoid burnout (of both the team leader and team members), predictable leadership tasks like agenda creation, meeting facilitation, etc

5 communication;
rule of thumb is that for highly controversial, emotional, or complex messages, richer communication media (e.g., face-t o-f ace, videoconferencing) are typically better than leaner media (e.g., e- mail, chat). For routine information, the reverse is true
(researchers found that the most successful virtual teams banned the use of e- mail for team communication; members used it only for one-t o-o ne member communication.)

6 virtuality
find opportunities to give your team even cursory face-t o-f ace exposure with one another and place extra emphasis on building trust.
your communication methods allow for as much nuance and natural interaction as possible

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-Mind training
- Finances or tax resources
- Exercise resources
- How to make friends in the community (opportunities)
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- Connection with local events e.g. teddy bear hunts; poem extracts; Andrea's other ideas
- Virtual world
- Group hobbies

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- Explanation of how to use the app to get the best out of employees

Content for the guide:
1. Does the employee know whats expected
2. do they have the tools required to do their job
3. Whats stopping the employee from doing their best?
4. remember to build in recognition and praise
5. Ideas to show employee that we care
6. encourage development
7. a place to add opinions (Peters "feedback loop")
8. build in Mission and values
9. Links to other team
10. Maintain friendships ie A "water cooler" function
11. Continues to do progress reviews
12. Provision opportunities to grow eg links to training

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https://www.business.govt.nz/?utm_source=Newsletter&utm_medium=email&utm_campaign=NZBN_CV_16April2020&utm_content=https%3A%2F%2Fwww.business.govt.nz%2F

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- Training tools
- Team building exercises
-Informative podcast
- Technology training/onboarding + regular assessment of individuals to see where they are at in terms of technological understanding (zoom, mobile app, basic computer use)
- Mental health?

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- Phone tree
- Peer support network
- Group live chat with ability to post anonymously or named
A "water cooler" function
A stationary cupboard!

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- Ability to chose activities from simple menus
- Ability to say "feeling like" and be given an editable template

-Auto scheduling tool
- Auto generation of timesheet

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Match our solution to a customer who will pay for it!

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Managers with employees who spend part of their time at home and some at work

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Managers with employees who spend part of their time at home and some at work

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It's like an outlook or google calendar that lets you choose what to do from easy to select options.

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Managers with Employees who come into work 

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Managers with Employees who come into work 

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Managers with employees working from home

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Managers with employees working from home

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List of features we think will provide the value our customers want

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List of features we think will provide the value our customers want

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Videos?
Physical prototype?
Basic programming?

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To interview
To use as early adopters

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What key resources do we need to create our value propositions

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What key resources do we need to create our value propositions

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If we make it real?

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Outreach from support team?
Training courses?

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Help line with Q&A?
Interactive scheduling (Advisers)?

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How do our customers want to interact with us?

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How do our customers want to interact with us?

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What value are our customers willing to pay for?

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What value are our customers willing to pay for?

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Would employees pay for the app to help them organize their lives?
Would employers pay for a "site-license" so their employees could download and use it?

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What are the important costs to our business?

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What are the important costs to our business?

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We need to pay for app development and evolution

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- A video?
- A phone call and functional interaction?

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What do we have to do to create our value for the customer

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What do we have to do to create our value for the customer

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Communication of goals/tasks to employees

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Communication of goals/tasks to employees

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Give managers the ability to create tasks/goals with briefs including resources
- Features goal setting template
-Degree of freedom for employees (day/week time horizons)

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Create ideas for people to fill in their day with; in a simple, user-driven way
- Calendar app that they can fill themselves and structure their day as suits them and their needs

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End users
Will be using the app

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Purchasers
End-users
Will provide employee goals/resources/tasks for the app

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What Value Do We Deliver to the Customer? Which problem are we solving for the customer?

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What Value Do We Deliver to the Customer? Which problem are we solving for the customer?

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Who will we need to partner with to deliver our value?

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Who will we need to partner with to deliver our value?

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Fill out the Padlet with hypotheses about what our product would look like to test on people.

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We are designing a scheduling tool to allow small-medium business employers provide structure for their employees by empowering the employees to create their own structure in uncertain world.

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-An app
-A podcast
-A community event
-A ripple effect initiative