Culture icon

Train Managers to Effectively Manage Virtual Teams

Dial up competencies to ensure more meaningful interactions with virtual team members.

Unlock

This content requires an active subscription.

Access this content by logging in with your McLean & Company membership or contacting one of our representatives for assistance.

Speak With A Representative Sign In
or Call: 1-877-281-0480 (US) or 1-877-281-0480 (CAN)

View Storyboard

Solution Set Storyboard thumbnail

Contributors

  • Carol Cochran, Director HR, FlexJobs
  • Adnan Isakovic, Executive Consultant, Metaphorm Solutions
  • Rick Lepsinger, Managing Partner, OnPoint Consulting
  • Victor Lipman, President, Howling Wolf Management Training, LLC
  • Barb Martin, Global Information Technology Executive
  • Brie Rangel, Strategist, Impact Branding & Design
  • Chris Roszell, AVP Rewards, Manulife
  • Lynette Van Steinburg, Virtual Effectiveness Driver, Virtual Effectiveness Consulting
  • Jane Watson, Head of People, Actionable.co

Your Challenge

  • Virtual team members must rely upon collaboration technology to communicate and collaborate.
  • Management practices and approaches that work face-to-face do not always translate effectively in virtual contexts.
  • Managers cannot rely upon spontaneous social interactions that happen organically when people are co-located to build meaningful and trusting relationships. Space and time need to be created in a virtual environment for this to happen.
  • Observing an employee’s performance or development can be more difficult, and relying on others’ feedback becomes more critical for managing performance and development.

Our Advice

Critical Insight

  • Managing virtual teams does not require developing new manager competencies. Instead, managers need to “dial up” competencies they already have and adjust their approaches.
  • Setting clear expectations with virtual teams creates the foundation needed to manage them effectively.
  • Virtual employees crave more meaningful interactions about performance and development with their managers.

Impact and Result

  • Create a solid foundation for managing virtual teams by setting clear expectations and taking a more planful approach to managing performance and employee development.
  • Dial up key management competencies that you already have. Managers do not need to develop new competencies, they just need to adjust and refocus their approaches.

Research & Tools

2. Follow up after training

Plan to support managers of virtual teams once formal training is complete.

Guided Implementations

This guided implementation is a three call advisory process.

Guided Implementation #1 - Review HR processes and customize training deck

Call #1 - Review the training deck with an analyst and clarify any questions you have about content or delivery.
Call #2 - Discuss how to customize the training deck so that it is the best fit for your organization.

Guided Implementation #2 - Follow up after training

Call #1 - Discuss how to reinforce the formal training with relational learning opportunities like check-ins, coaching, and communities of practice.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Prepare and Customize Manager Training

The Purpose

  • Customize the manager training deck to the organization’s unique processes and structure.

Key Benefits Achieved

  • Plan for manager training.
  • Measure the effectiveness of training.

Activities

Outputs

1.1

Review and customize the manager training deck and participant handbook.

  • Training Deck: Manage Virtual Teams
  • Manage Virtual Teams Participant Handbook
1.2

Review the action plan template and training questionnaire.

  • Manage Virtual Teams Action Plan
  • Virtual Team Questionnaire
1.3

Create a plan to measure training impact and to support managers of virtual teams post-training.

Module 2: Deliver Training

The Purpose

  • Train managers to effectively manage virtual teams.

Key Benefits Achieved

  • Facilitate manager training.

Activities

Outputs

2.1

Module 1: Laying the Foundation for Virtual Teams

2.2

Module 2: Managing Performance

2.3

Module 3: Employee Development

2.4

Training Wrap-up: Finalize action plans and set up communities of practice.

  • Manage Virtual Teams Action Plan