Tom Allen, co-worker of MIT, has been doing research on the work and collaboration of virtual teams for more than 20 years. Data indicate that when people are more than 50 feet apart from each other, their likelihood of collaborating more than once a week is less than 10%. This implies specific challenges for them beyond the usual demands of any traditional teams that we address in our program.
VIRTUAL TEAMS ARE TRULY THE WAY OF THE FUTURE. Today, organizations are becoming global and making way for individuals from different cities, countries and continents to work with each other using digital tools for cooperation.
This ‘virtual distance’ brings in a new set of challenges for both team members and leaders to successfully operate and ensure high performance with the lack of physical meetings. A change like this brings in a need for a new way to communicate using new type of technology guided by new systems and processes. And all of the above has to be attained keeping in mind the personal and cultural differences within the team and the usual team formation struggles.
During the employee program we encourage the team to identify and assess their own success criteria of virtual cooperation. Then they are given real team tasks in 3 experiential learning cycles to achieve and through that work explore the implied challenges of working via digital tools themselves and also facilitate to find appropriate solutions to take home as a result.
The course for leaders also discovers the differences in their leadership role when leading a virtual team, providing new mindset, approaches and tools to create a virtual-team-friendly operating environment that beyond ensuring high performance also puts special emphasis on building trust and all the human side of team cooperation and relationship.
By the end of the program, leaders will be able to:
Create an effective way of collaborating through chosen, technology and determined communication norms, and become a trustful high performing team even within virtual environment.