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This TMA World (www.tmaworld.com) Webinar identifies the key challenges to communicating in a virtual environment and outlines best practices in two specific areas.
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Effective Virtual Communication
Wednesday 17th November 2010
David Smith
© Transnational Management Associates Ltd 2010 2
TMA World is a leader in developing talent for theglobal workplace. Across 35 countries we applya blend of experiential workshops and e-learningmethodologies to enable individuals at all levels tolead and collaborate across distances and difference:
• Develop leaders - who possess appropriate global mindsets and competencies
• Engage global teams - to collaborate seamlessly and support international growth
• Achieve consistency - across cultures, methodologies and management
• Harmonize cross-border relationships - both internally and externally
• Unify your people - to enable the free flow of ideas and skills globally
To find out more about how we can help you address your learning and development challenges, please contact us at [email protected] or visit our website www.tmaworld.com
London Princeton Bangalore Singapore Hong Kong Moscow
© Transnational Management Associates Ltd 2010 3
Today’s objectives
Key challenges in communicating virtually
Discuss the pro’s and con’s of different communication technology and tools
Outline best practices for generating mutual understanding across distance
© Transnational Management Associates Ltd 2010 4
Challenges - Communicating in a virtual world
© Transnational Management Associates Ltd. 2010. 5
Using technology & tools wisely
• Audio Conferencing
• Video Conferencing
• Web Conferencing
• Secure File Sharing
• SharePoint
• Instant Messaging tools
• Knowledge Network Site
• Community Handbook
• Country Fact Sheets
Reflect on the technologies and tools you use.
Consider their:
Strengths
Limitations
Best Used For
© Transnational Management Associates Ltd 2010 6
Technology and Behaviour
Simple Collaboration
Complex Collaboration
Real-Time Interactive
Delayed-Time
Interactive
E.g., IM, VoIP
E.g., email
E.g., WebEx Meetings, Audio and Video Conferencing
E.g., SharePoint, Wikis, Threaded Discussions
• Engagement• Cohesion• Clarity
© Transnational Management Associates Ltd. 2010. 7
Using technology to facilitate communication
Cooperation/Lack Of
• People using audio/video/computer-mediated communication tend to agree more with people in their own location, and less with others
Negative Impressions
• Negative impressions of others more likely in audioconferencing than other technologies
Polarizations
• When people communicate via technology, opinions tend to become more polarized
Risk
• People participating in audio/video/computer-mediated communication tend to adopt opinions that are riskier
Social Sensibility
• Communicating virtually, some people increase bluntness and candor. Can lead to increased conflicts (flaming) or passive-aggressiveness
© Transnational Management Associates Ltd 2010 8
Communicating effectively: email
Appropriate Use
Specific and Relevance
Use of Subject Line
Attachment or URL
Short, Clear & Precise
Respond promptly, but think and reflect
Be professional – consider humour and sarcasm
Keep e-mail organised
© Transnational Management Associates Ltd 2010 9
Communicating effectively: virtual meetings
Why do many online meetings fail to achieve their intended
objectives?
• Engagement and Participation levels
• Not creating an engaging visual experience
• Basic meeting fundamentals not followed
• Not making the necessary arrangements
• Technical or communication issues
• Ease of Use – technology platform
• Following through after the meeting
• Bad listening habits
© Transnational Management Associates Ltd 2010 10
Communicating effectively: virtual meetings
Make a distinction between different types of on line
engagement by using clear ‘definitions’
Virtual Meetings
• Informal but facilitated discussion around a structured agenda
• Free for all - spontaneous engagement as required
Virtual Briefings
• Semi formal ‘information giving and receiving’
• Opportunities for discussion, clarifying questions, and
summarising at key points
Virtual Presentations
• Formal information ‘transmission’
• Q&A only at the end
© Transnational Management Associates Ltd 2010 11
Maintaining shared understandingsacross distances
• Making virtual communications clear and simple
• Using communication and collaboration technologies effectively
• Responding quickly to emails, voicemails, etc.
• Checking that you accurately understand one another
• Communicating feelings, thoughts, and actions
© Transnational Management Associates Ltd. 2010. 12
Virtual communication best practices
1. Make sure the right information is getting to the right people at the right time and in the right format
2. Role model constructive communication
3. Communicate one-on-one and not just with the whole team. Ask how people are doing, and offer support
4. Encourage social networking and spontaneity
5. Role model making explicit and precise what is often assumed
6. Develop a meeting schedule to create a ‘communication rhythm’ on the team
7. Develop agreements on a meeting process (Before, During and After), and meeting protocols, e.g., turn-taking
8. Recognize the strengths and limitations of available communication technologies, and select the right technology for the right job
9. Develop shared protocols for using communication methods most effectively, e.g., e-mail, teleconferences
10. Develop consensus on shared protocols for different types of communication, e.g., verbal, written
11. Encourage learning conversations (dialogues) not unproductive debates
12. Provide frequent and timely information and feedback
13. Establish a team ‘memory bank’ (e.g., on Sharepoint) as a key reference point
14. Make decision making processes and outcomes clear
© Transnational Management Associates Ltd. 2010. 13
THANK YOU FOR PARTICIPATING TODAY
Contact us at [email protected]
or David directly at [email protected]
Stay in touch!
Please visit our website www.tmaworld.com
© Transnational Management Associates Ltd. 2010. 14
TMA World Publications
Written by Terence Brake, President, TMA World-Americas
THE FUTURE OF VIRTUAL TEAMWORK & COLLABORATION
The work revolution is here and now! This blog builds on the work of my new book -Where in the World is My Team? by discussing the latest thinking on virtual teamwork and collaboration. Enjoy!
http://virtualteamwork.blogspot.com
Where In The World Is My Team? Making a success of your virtual global workplace
‘Where In The World Is My Team? Making a success of your virtual global workplace’ addresses the issues of ‘Sanity, Survival and Success in Global Teams’. Tools, theories and concepts are introduced to help businesspeople working internationally to understand and develop the competencies required to manage and lead global teams.
The Global Leader: Critical Factors For Creating The World Class Organization
Globalization may have become a cliché, but that doesn’t make it any less real or any easier to achieve and sustain. Global competitiveness requires continuous attention to core capabilities. ‘The Global Leader’ addresses one of the most critical capabilities needed for winning in this new business environment: a company’s ability to develop global leaders throughout its organization.
Managing Globally
‘Managing Globally’ is a practical, self-help guide to help you develop key management skills for working with other cultures. Packed with essential tips and advice you will learn how to adapt to different working practices, from overcoming language barriers, making presentations and carrying out negotiations to working in global teams and managing conflict.
Manager's Handbook
A comprehensive guide to learning key management skills, understanding core business concepts, and planning a successful career, ‘Manager's Handbook’ is both an introduction for new managers and an up-to-date reference for experienced managers and those working in new businesses.
© Transnational Management Associates Ltd. 2010. 15
TMA World
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