Train Managers to Effectively Manage Virtual Teams
Dial up competencies to ensure more meaningful interactions with virtual team members.
- 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.
Need Extra Help?
Speak With An Analyst.
- Get on-demand project support
- Get advice, coaching, and insight at key project milestones
- Go through a Guided Implementation to help you get through your project
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.
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Speak With An Analyst
Get the help you need in this 2-phase advisory process. You'll receive 3 touchpoints with our researchers, all included in your membership.
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.
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
Design the Employee Experience
Develop a Targeted Flexible Work Program
Making Sense of Generations in the Workplace
Return-to-Office Playbook
Catalyze Cross-Functional Collaboration
Activate Networks to Enable Collaboration
Sustain Work-From-Home
Prepare People Leaders for the Hybrid Work Environment
Foster Effective Feedback in the Workplace
Foundational Communication Skills