Building and Leading Virtual Teams


From a group of creative, talented and individualistic
To a synergistic, leading, creative, accountable and committed team


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) and 76% of all global virtual teams state that virtual teams are only slightly or moderately effective (RW 2018).


The modern workplace is ever-evolving. The increasingly globalized economy, the desire for flexible working arrangements, and the rise of online tools and capabilities have changed how organizations operate.

New organizational structures, such as virtualhybrid, and remote teams, have changed the dynamics of how people work together towards common goals.

In turn, the role of a leader or manager of a hybrid team has also had to adjust. Managing a team of individuals based partly in the office and partly remotely brings a unique set of challenges and requires a strong awareness of the factors at play in this environment.

In addition, being a team member on a hybrid team means that some will have “water cooler” moments while others will be working from home, which can create a feeling of isolation and lack of motivation.


The key challenges that are holding virtual teams from attaining maximum effectiveness lies in:

  • Lack of trust – Difficulty in establishing relationships
  • Decisions which are not implemented
  • Challenges in managing virtual meetings
  • We all speak Global English, but do we really understand each other?
  • Challenges in scheduling meetings, considering time zones, work hours
  • Managing conflicts and disagreements in the virtual environment
  • Heterogeneous teams – multi-cultural communication styles
  • Difficulty in engaging & retaining virtual teams
  • Lack of collaboration & creativity
  • Lack of shared organization’s vision for success



  • 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?
  • Are your team tasks and objectives well defined?
  • Is your technology compatible with all stakeholders?
  • How does your organization ensure the inclusion of all team members?
  • Are your team leaders knowledgeable on virtual management techniques?


We are living in a new reality where communicating through virtual mediums has become the norm. That said, while the virtual medium enables us to work with our global teams and colleagues across time and space, it does not enable us to identify cultural differences, quite the opposite, it often masks those differences, increasing confusion and misunderstanding.

TrainingCQ offers face-to-face or on-line training sessions on how to build trust-based, productive, and engaging virtual teams and how to become an effective and motivating leader of virtual teams

Our training sessions enable attendees to develop the skills required to successfully manage cultural differences in virtual interactions.

Managing a productive and inclusive hybrid team:

A- 90-minute experiential workshop for hybrid team managers and team members where we will explore the challenges of hybrid teams and how to overcome them, help overcome the "missing information factor" and the feeling of "us and them".

Working effectively in the virtual environment workshop:

A half-day or full-day dynamic workshop to be held face-to-face or on-line at the client's convenience.
The workshop includes an adjustment of needs evaluation (see below) understanding how culture affects managing multi-cultural virtual teams, best practices in working virtually, case studies of various virtual encounters, and a takeaway toolkit for working effectively cross-border.

Number of Participants: No more than 20

Adjustment of needs:

1X1 assessment interviews with designated individuals in your organization to anchor the understating of the needs and the goals that your organization wants to achieve through the training process.

Post-workshop group follow-up sessions:

3 follow-up group sessions, to be held once-a-month to reinforce the learning, trial and error simulations, and progress evaluation with a focus on challenges encountered.
Can be conducted virtually.
The number of participants: 10-20.

Benefits to your organization post-training process.

  • The participants will build a trust-based effective working relationship with each other and with their global business partners.
  • Will be able to interact from a cohesive team perspective.
  • Will learn to implement effective communication methods considering the geographical and cultural differences.
  • Will identify conflict situations and learn how to solve them via effective communication.
  • Skills learned will increase productivity and improve future business relations.

Presentations and workshops can be delivered in Hebrew or English.

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