FROM A GROUP OF CREATIVE, TALENTED AND INDIVIDUALISTIC
TO A SYNERGISTIC, LEADING, CREATIVE, ACCOUNTABLE AND COMMITTED TEAM
“…Are we changing as fast as the world around us?....”
BORDERLESS WORKPLACE AND GLOBALIZATION
Globalization and digital technologies are transforming where, when and how work gets done.
One consequence of this change is that the quality of virtual team leadership in an organization has now become more strategically important.
Before the borderless workplace, the primary source for new business value was the individual brain. Now it is the collective brain – distributed individuals and virtual teams combining their knowledge and skills across geographic and organizational boundaries. Working together they find new market opportunities, solve complex problems and innovate for the future.
Successful borderless collaboration is rarely the result of chance. It is a disciplined process requiring people with the skill and will to make it happen.
Virtual teams carry a significant share of the functional and project workload in many international corporations. These teams require higher levels of attention, discipline, and effort than co-located teams.
Participation on global virtual teams has grown from 64% (in 2010) to 89% (2018).
76% of all global virtual teams state that virtual teams are only slightly or moderately effective. (CW 2018)
KEY CHALLENGES IN WORKING VIRTUALLY:
The key challenges that are holding virtual teams from attaining maximum effectiveness lies in:
• Lack of trust – Difficulty in establishing relationships
• Decisions are not implemented
• Challenges in managing virtual meetings- people leave, don’t listen
• We speak Global English, but do we really understand each other?
• Challenges in scheduling meetings, considering time zones, work hours
• Unable to recognize conflicts and disagreements
• Heterogeneous teams – multi-cultural communication styles
• Difficulty in engaging & retaining virtual teams
• Lack of collaboration & creativity
• Lack of shared organization’s vision for success
Ask yourself the following questions when working virtually with a colleague from another culture:
• Does your virtual colleague use an implicit or explicit communication style, and how does it impact your mutual understanding?
• Is his/her culture hierarchal and how does it affect decision making?
• Is it important to build trust in your virtual colleague’s culture and how does it affect timelines?
• The format of presenting your views – Bottom line or background first?
HOW TO OPTIMIZE GLOBAL VIRTUAL COLLABORATION:
Training CQ will provide a comprehensive procedure building a Global Mindset used in every virtual cross-border business interaction.
• Learn cross-cultural theory and the cultural dimensions
• Understand how the cultural dimensions influence the daily virtual work
• Analyze daily situations and case studies
• Evaluate the current level of CQ including a self- assessment questionnaire, analyze the interpersonal gaps
• Maximize Interactions
• A Short-term measured ROI procedure