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Global Virtual Teams
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Why is it more difficult to build relationships with virtual team members?
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Global Virtual Teams
Modern, multi-national organizations need their employees to be able to work as effectively in virtual teams as they do in co-located teams, but often find people lack the necessary skill-sets and knowledge to do so. It is, obviously, harder to build team identity, culture and trust when a team spans the globe than when everyone shares the same location.
How we add value
With over 15 years’ experience of working with some of the world’s most prestigious global companies, Global Business Culture has developed a range of training interventions which are designed to be of immediate practical value to delegates. We do not talk theory, we talk practice by addressing such issues as:
Course topics include
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Defining virtual teams
International virtual teams present team-members with a unique set of challenges, requiring the ability to work effectively across the boundaries of time zones, geographies, culture and technology
The role of the virtual team leader
Virtual team leaders are presented with a daunting array of challenges – needing to build effective relationships with team-members they often don’t meet and have no line-management responsibility for
Cultural expectations of team members
Virtual teams often consist of a multitude of team members from a number of different countries. Each team-member is likely to bring a different set of expectations around how they wish to be led and how they think the team should interact
Key national cultures
People are increasingly being asked to work in teams with colleagues in a different country but this is a very difficult ‘ask’ if you don’t know how business ‘works’ in your colleagues’ geography
Developing common process
Virtual teams need to work towards a set of common approaches and process that all team members understand and agree to adhere to
Maximising virtual meetings
There is no such thing as a ‘good meeting’. There are many different global views on what constitutes a ‘good meeting’. How do we make virtual meetings effective for all when we start at different points?
Communicating within virtual teams
Different cultures develop different styles of communication and these differing styles can impact directly on relationships, developing trust and maximising efficiencies within a virtual team
Building trust across time and distance
Virtual teams are often defined by a lack of trust amongst the team members. How do you build trust and relationships within a team who rarely, if ever, meet each other?
Use of technology
Virtual teams, by definition, rely on technology and people’s ability and willingness to use it effectively
Typical training interventions
Although all our programmes are tailored to suit the needs of each individual client, our courses could cover the following formats:
