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Teams365 Blog

Daily tips, tools and blog posts for leaders and their teams. Daily posts since January 2014. The Teams365 blog is brought to you by Jennifer Britton, founder of Potentials Realized, and author of Effective Group Coaching and From One to Many: Best Practices for Team and Group Coaching.

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#Teams365 #1186: #FlashBackFriday: Creating the Foundation for Virtual Team Success

3/31/2017

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As we go to wrap up the month of March and our focus on virtual teams, I thought it might be fitting to take us back to Teams365 #517 for this week's #FlashbackFriday. Teams365 #517 was entitled Creating the Foundation for Virtual Team Success and covers several areas you will want to take the pulse of the team around. Take note of what is working well for your team. You'll also want to note what could use some attention in your team?

Creating the Foundation for Virtual Team Success:
Jennifer Britton, Copyright 2008. All Rights Reserved.

The prevalence of virtual teams, teams which operate across geographic location, timezones and culture, continues to grow at an exponential pace.

Want to make sure your virtual team is built on a solid foundation for success? Here are some ingredients to consider:

1. Ensure a clear understanding of team member roles and responsibilities - As a virtual team, the need to clearly define roles and responsibilities becomes even more paramount than in face to face team environments. As a manager, or even team member, it is critical that team members (and managers) fully understand their roles and responsibilities, reporting relationships, as well as where roles and responsibilities overlap. If you are part of a virtual team, are you clear on this?

2. Negotiate matrix management relationships - A matrix management structure exists when a professional may be managed by two different managers, delineated often by projects they are involved with. Given the nature of virtual teams, individual members may often be part of a matrix management reporting process. It is quite common for virtual team members to report to face to face manager in their home location, as well as their main virtual team manager who may be in a different timezone or continent. If this is the case, it is often beneficial to have a three way discussion between both managers and the staff member, ensuring that everyone has a common understanding regarding who manages what, what reporting relationships exist, how work processes will be weighted and prioritized.

3. Skills to Work Across Differences - Given that virtual teams are often global in nature, or even cross-continental, it is important that cultural differences are understood. Staff should also be equipped with skills and tools to work with diversity. Differences may exist along several continuum, including varying priorities, language, as well as the concept of time and management approaches. Exploring individual cultural differences within the team can be an important process, as well as creating a “common ground” and ways of working for the team.

4. Create Opportunities for face-to-face interaction - The effectiveness of virtual teams can be greatly enhanced by budgeting and planning for face-to-face interaction at least once a year (preferably even more frequently).


A multi-day in person retreat can serve as a forum for getting to know each other and creating a shared vision for the team and its work. Other topics that may flow out of a session like this could be to discuss strategic directions, create a shared workplan, milestones,and  a protocol for meetings and communication. The presence of trust is often noted as a condition for virtual team success.  

5. Develop a common vision  - A shared, common vision, understood by all virtual team members acts as an important anchor for decision making, accountability and results. There are a number of vision processes which can be undertaken, depending on the needs of the client. Developing this in a face-to-face session, at the start of the virtual team creation is ideal, although creating this mid-stream will also bring benefits to the team.

  6. Create an environment of Trust – The presence of trust within a virtual team is often cited by researchers as a condition for success. What can you do to foster trust within your team? What systems may need to be developed? What actions will build trust according to the different team members? Keep in mind that the concept of trust can mean different things to different generations, cultures and individuals.

7. Provide effective leadership within the team – Effective leadership for the team enables the foundation of the team to be further leveraged and built up. Skills required by virtual team managers can differ from the skill sets of a face to face manager. Are you providing enough space for team members to do their jobs? Are you trying to micro-manage? Are you providing the resources that your team needs?  Are you removing obstacles as they appear for the team? How are your influencing skills?

 Virtual Teams can provide many opportunities for organizations, including the opportunity to leverage often multi-disciplinary professionals from a range of cultural, geographical and even generational employees. Which factors of success will you focus in on today?

  Have a great weekend,
​Jennifer


​Jennifer Britton, MES, CPT, PCC
Potentials Realized
Supporting Team Leaders to do their best work, one conversation at a time
Coaching Skills Training | Teamwork | Leadership
Author of From One to Many: Best Practices for Team and Group Coaching(Jossey-Bass, 2013)
(416)996-TEAM (8326)
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#TEaMs365 #1184: Team Building Tip #129: Trust and Connection

3/30/2017

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Today's team building post gets you to think about how you are doing in two of the foundational areas of team development - the areas of trust and connection. Without trust it is unlikely that teams will achieve their full potential. When trust levels are low we teams struggle with decision making, collaboration, working across differences. One of the most important things a virtual team leader can do is help to connect virtual team members, work to create a shared team identity and vision. It's through this work that safety is created, where trust can be cultivated.

​Consider the ways you are building trust in the organization which might include consistent activities like:
​Creating shared expectations
​Walking your talk
Transparent communication
​Providing each other with feedback

​What are the activities you undertake which build trust?

​Looking for different ways to build connection in your virtual team? Check out some of these past Teams365 posts.

​With best wishes,
​Jennifer
​​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss coaching or performance needs for your and your team
Phone: (416)996-8326
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#Teams365 #1184: Tips for Virtual TEam Development

3/29/2017

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.As we go to wrap up this month's focus on virtual teams, I wanted to do one more post on virtual team development. This month I've covered topics including knowing when it's time for a team tune up (Teams365 #1183), as well as topics such as common mistakes made by virtual and remote team leaders (Teams365 #1177)

​In today's post I wanted to cover several things to keep in mind when you go to focus on developing your virtual team:

​1. Make it regular, make it a priority. In the virtual realm it is easy for "out of sight, out of mind" to be the mantra. Schedule time in well in advance, so that everyone can clear their schedules.

​2. Vary approaches - while a vast majority of virtual team building activities will be virtual, consider different ways and times of day you can be focusing on developing yourselves as a team.

​3. Leverage the technology that does exist. Team sessions don't need to be like team meetings. Leverage the technology that exists and see how you can translate what you might have done in the room, in the web.

​4. Consider where you are with the Six Factors - throughout my work with teams we explore some of the foundational areas for team success. Does the team have a shared vision? What are the shared norms and expectations the team has for each other? What do you notice about roles? What are the team practices that help with connection and communication? Spending time on the foundations of teams can go a long way in virtual teams.

​What is going to make your virtual team development exciting?

​Some of the recent virtual activities we've facilitated include:
Virtual team retreats
​Everything DisC sessions for teams (1 day)
​Virtual sprints for program designers
​Virtual team planning days

​Contact us to learn more about how we can support you and your team. Download a team services brochure.

​Have a great Wednesday,
​Jennifer

​

​​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss coaching or performance needs for your and your team
Phone: (416)996-8326
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#Teams365 #1183:  Five Signs it is time for  a team tune-up

3/28/2017

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Like individuals, teams don't magically get better. Improvement takes work. What are the signals that it's time for a team tune-up?
Some of the signs you might notice are:
* Lots of duplication of effort, or competition This can signal that it's time to do more sharing amongst the team, and look at where there is overlap and gaps. While this may not necessitate a full blown team development process, practical planning can be added to any team development offsite or ongoing work.

* Water cooler talk - Water cooler time may not necessarily be gossip related, but it may signal that there are issues not being surfaced in regular channels. This can also be a signal that there may be a vacuum of lack of information, or a missing communication channel that the team is trying to fill.

* A new leader or many new members - Teams are usually not static. Waiting for "all the team" to be available can become a fallacy as team composition is often changing in today's world of what Amy Edmonston calls "teaming". What is the team process you can put into place this quarter, to get discussions going and skills developed to help the team in its' entirety, regardless of what it is going to look like six months from now.

* Lack of focus or direction. This can be a signal that the team is missing a common vision, or is not being updated on key priorities, goals and initiatives. It may also be a signal of communication breakdowns across the team, of from leadersship to team members. When was the last time you focused on creating a shared vision for the team?

A fifth signal that it's time for a team tune-up is I can't remember when we last did one. Definitely a signal that it's time to come together to build relationships, learn a little more about each other and get the conversation flowing on key priorities and actions for the next 3, 6, 9 or 12 months.

Team development processes can be both fun and full of impact. Keeping a focus on building connection across the team, as well as focusing on goals, vision and results, makes for a robust and useful program, laying the foundation for the team to continue the conversations.

What are the signals you are seeing which indicate that it's time for a team tune up? Contact us to learn more about the different team tune up options we provide - from virtual events, to in person programs, we work with teams to help them boost their relationships and results.

Have a great week,
Jennifer
​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
We are pleased to be an Authorized Partner of the Everything DiSC
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss leadership, coaching or performance needs for your and your team
Phone: (416)996-8326

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#TEams365 #1182: A Dozen Questions for your Virtual TEam

3/26/2017

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Earlier today I read about the decision of IBM to bring their virtual team members back into the office, so that they could have more shoulder to shoulder time. It will be interesting to see if physical time together facilitates improved connection and results.

Lack of quality team time is often an issue for teams today, regardless of whether you are part of a virtual team, or an in-person team.

Whether we are having the conversation around a real table or a virtual table there can be real benefit to surface these questions to the team:

  1. What's our common vision?
  2. What are key priorities this quarter? How are they aligned? Where do they connect?
  3. What is going to help communicate most effectively? How frequently should we meet – face to face, as a team? How do we keep each other posted?
  4. How do our roles connect/overlap? How to they leverage our strengths?
  5. What would you say is the most important thing others know about your work?
  6. What is the overlap of your work with others?
  7. What support do you need? (How? When? What kind?)
  8. What are the roles and responsibilities and reporting structures of other  matrix managers?
  9. What does success look like for our team?
  10. What are the issues we need to address (or surface)? - Note the risk and trust needed for really answering this question.
  11. How do we have each other's backs?
  12. What do we want to do to work most effectively across our differences.
AS I have mentioned in past posts, teams which excel (in either the virtual or in-person realms) usually have alignment or shared understanding in these areas:
Clear vision
Clear roles
Clear goals
Clear performance measures
Shared team practices (which build relationships and results - this could be a Thursday after work social once a month, or daily 2pm meetings)
Shared commitment

How are you doing as a team in these areas?

Have a great start to your week,
Jennifer
​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss leadership, coaching or performance needs for your and your team
Phone: (416)996-8326

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#Teams365 #1181: Sunday Teamwork Quote

3/26/2017

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Today's teamwork quote is something I share with teams all the time - "In a team, a large part of the complexity is the team. Keep things simple". We operate in very complex environments, and as soon as we are asked to lead with many, additional layers of different styles, priorities, approaches and preferences make our work even more complicated.
​When processes become overly complicated it can add to the complexity that teams experience.  Ultimately this impacts team performance.
​Consider what is creating complexibity for the team right now, and what you can do to simplify.

​Enjoy your Sunday,
​Jennifer
​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss leadership, coaching or performance needs for your and your team
Phone: (416)996-8326
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#Teams365 #1180: Saturday AUdio: Powerful Starts and Ends to VIrtual Calls

3/25/2017

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Over the last month I've been focusing on issues related to virtual and remote teams. Today's audio post will be of interest to not only virtual and remote teams but anyone who has partaken in virtual meetings - conference calls, webinars etc. Today's audio picks up on #Teams365 #560 on Creating Powerful Starts and Ends to calls.  Listen into this five minute call to get a reminder of some practical ideas you can use to make your starts and ends more crisp and impactful!

Have a great week,
Jennifer
Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss coaching or performance support you or your team
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Teams365 #1214: #FLashbackFriday - Six Leadership Questions - GoalS

3/24/2017

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It's Friday and time for a Flashback Friday....here's a post on six leadership questions to always be asking around goals - Teams365 #710

Today's Six Leadership Questions a day gets you to think about goal setting. Consider these questions:
  • What are the top priorities for the team right now? In the next quarter? The next year?
  • Who will help the team be successful with these?
  • How do the team goals connect with individual goals? Organizational goals?
  • Does everyone understand how the goals and achievement will be measured?
  • Does each team member understand how they will interface/impact each of our key priorities?
  • If we shift our goal horizon from the practical and tactical, what do we notice? (Another way to look at this is if we move to look at our goals from the big picture or 30,000 foot view, what do we notice?
​As we wind down the month, what's important to note?

​Have a great weekend,
​Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders
Coaching Skills Training | Leadership Development | Teamwork
Growing Team Leaders, One Conversation at a Time(TM)
Contact us to discuss coaching or performance needs for your and your team
Phone: (416)996-8326

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#Teams365 #1179: #FLashbackFriday: Difficult Participants in the Virtual ReaLm

3/24/2017

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It's time for another flashback Friday and in keeping with this month's theme of virtual leadership and virtual facilitation, I wanted to take us back to a post from last year on Difficult Participants in the Virtual Realm - Teams365 #990.

Whether you are a team leader, or host of a virtual meeting, we can get nervous about the tricky issues we may need to navigate in the virtual realm. Beyond technology and content issues, people can also pose a challenge in the virtual space. In my many years of training with new virtual facilitators here are the four difficult group members most are concerned with how to support.

Here's what I wrote in Teams365 #990:

Difficult  Participants in the Virtual Realm
Copyright 2016 - Jennifer Britton

Within every group there is a tremendous variety of personalities which exist. As facilitators we may find that some of them are easier to support than others. Today’s post highlights five different types of personalities which can be part of a virtual call. These may become difficult issues for facilitators to manage. Let's look at each style and some potential ways to mitigate, and support, while maintaining respect, and a positive learning environment for everyone involved.
 1.       Challenger - The challenger challenges everything, and it may include why your meeting, who is at the table, and outcomes. In the virtual realm the challenger can quickly turn everyone off. Being clear prior to the start of the meeting with process - how outcomes and agenda items - is one of the ways to mitigate against this. In the virtual realm clarity of communication and process is key.
​The challenger's vantage point is usually one of great value. Typically there is always value, and something to be learned, from the perspective of the Devil's Advocate. What is the request behind the challenger's complaint?


2.       Avoider - The avoider may be a more passive group member who id disengaged and does not take responsibility for outcomes, participation or next steps. While we can only influence, as a facilitator our role is to make sure there is agreement around what next steps are, who is responsible and what is expected. It may be important to talk about "what happens if these are not followed through?". Let the group and/or systems in place also address the impact of the avoider.
​Creating opportunities for work and dialogue in smaller groups, such as virtual breakouts, often encourages and necessitates that the avoider becomes a more actively engaged participant around the virtual table. What is behind this avoidance? Lack of knowledge? Skill? Understanding? Lack of confidence? If you are working with this person fora longer time, helping the person become aware of the impact they are having in the virtual space can be an important series of conversations to have.


3.       Dominator
​The dominator wants to take charge and probably wants to be leading the meeting. They usually hog air time and dominate the call virtually through speaking, sounds (grunts), or even over-annotating with tools they have.
​Consider providing this person a structured role so they can positively channel their focus. perhaps they become a time keeper, or minute taker for the process.

4.       The multitasker - The multitasker is a very common, and difficult participant, who can be present in most virtual calls. Their multi-tasking may be very visible through typing, background noise etc. Creating shared expectations as a group with respect to what fous and engagement is expected can provide encouragement. When you do have rapport with group members letting them know that you can see their multi-tasking online may prompt them.
​What will help this person focus? What do they need in order to stop multi-tasking? What are they aware of in terms of their impact?

​While there are many more difficult issues, these are four common ones that show up in different virtual calls. As the facilitator you play a key role in ensuring that it is a safe and positive learning environment for everyone, grounded in respect.

​What strategies do you want to employ? How are you also someone else's difficult participant?

Potentials Realized | Coaching Team Leaders
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#Teams365 #1178: Team Building Tip #12

3/23/2017

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Today's team building tip is a reminder that when we are part of a team we don't need to go it alone. Having regular communication with our team mates about our work, our priorities, successes and challenges, makes teams really work.

​Today's team building tip gets you in dialogue about what is important for everyone on the team to know about your work.

​Spend a few minutes in your team meeting this week having everyone share one thing which is important for others to know.

Have a great Thursday,
​Jennifer
​Jennifer Britton, MES, CPT, PCC
Potentials Realized | Coaching Team Leaders
Author of From One to Many: Best Practices for Team and Group Coaching(Jossey-Bass, 2013) and Effective Group Coaching (Wiley, 2010)
Team and Leadership Development | Coaching | Retreats
Contact us and let us know how we can support you in helping your team reach its' full potential - (416)996-8326
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    Jennifer Britton - Known for her writing and work in the areas of remote and virtual teamwork, leadership, team and group coaching, Jenn is the founder of Potentials Realized, and a former team leader with global organizations including the UN. She is passionate about helping teams and organizations to do their best work. Potentials Realized is a performance improvement company providing training, coaching and facilitation services. We specialize in support to virtual teams, remote work, and virtual facilitation, in addition to our award-winning coaching  and program design services.

    Visit our on-demand courses for team leaders and team members here.

    All blog posts are Copyright 2014-2022.  Jennifer Britton, All Rights Reserved.


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