Leading Virtual Teams In The Pharma And Biotech World.Ppt

Lynda McDermott . EquiPro International . www.equiproint.com . www.lyndamcdermott.com

(212) 297-6176 . (917) 854-4552

FX Conference

Leading Virtual Teams in the Pharma and Biotech World

The Four Cornerstones of Success

January 26, 2010

Lynda McDermott

Certified Speaking Professional

President

EquiPro International


(212) 297-6176 . (917) 854-4552


(212) 297-6176 . (917) 854-4552

OBJECTIVES

• Understand the benefits and challenges of virtual teams

• Learn how to successfully launch virtual teams

• Learn how to measure and diagnose the performance of virtual teams

• Review virtual team ‘best practices’ for communications, relationship building, decision-making, conflict resolutin, etc.

• Understand the unique competencies required to successfully lead virtual teams


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Research Question

What are the Biggest Challenges facing you as a Virtual Team Member?

1. Missing “Face-Time”2. Managing Differences3. Staying Motivated4. Building Collaboration in Virtual Teams5. Virtual Team Decision-Making6. Aligning everyone to direction and strategy

Any others?


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“GROUPS DO NOT

BECOME TEAMS

SIMPLY BECAUSE

THAT’S WHAT WE

CALL THEM”


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FACE TIME MOTIVATION

MANAGING DIFFERENCES

PERFORMANCE MANAGEMENT

Leading Virtual Teams – The Four Cornerstones of Success:


(212) 297-6176 . (917) 854-4552

Motivation Ensuring Equity

Keeping Things

Interesting and Fun!

Providing Meaningful

Work

Using the Right

Leadership Style


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HIERARCHY OF NEEDS

Independence

Esteem- Egoistic

Belonging - Social

Safety-Security

Physical – Survival

(TO BE THE BEST YOU CAN BE - TO DO SOMETHING WORTHWHILE)

(FREEDOM TO CONTROL YOUR OWN DESTINY)

(TO WANT TO BE IMPORTANT AND RECOGNIZED)

(TO WANT TO BE INCLUDED)

(TO WANT TO CONTINUE LIVING - FUTURE)

(TO WANT TO STAY ALIVE - NOW)


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Situational Leadership®

High Relationshipand Low Task

High Task and High

Relationship

LowRelationship

and High Task

High Task and LowRelationship

S3 S2

S1S4

HIGH

LOW

Su

pp

ort

ive

Be

ha

vio

r

Re

lati

on

sh

ip B

eh

av

ior

®Task Behavior

Directive BehaviorHIGHLOW

Performance Readiness

R4 R3 R2 R1

Able and

Confident

and Willing

Able but

Insecure

or Unwilling

Unable but

Confident

or Unwilling

Unable and

Insecure

or Unwilling

HIGH MODERATE LOW

Self Directed Leader Directed

Situational Leadership is a registered trademark of the Center or Leadership Studies, Inc.

Copyright 1985, 2006, Center for Leadership Studies, Inc. All Rights Reserved


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Performance

ManagementAligning

Direction and Strategy

Building and Maintaining

Collaboration

High-touch/High Tech Team Musts

Ongoing Team

Performance Assessments


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Adapted From World-Class Teams

WORLD CLASS HIGH PERFORMANCE TEAMS


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VIRTUAL TEAM EFFECTIVENESS ASSESSMENT

• TEAM CHARTER AND GOALS

• TEAM ROLES/SKILLS

• TEAM PROCESSES

• STAKEHOLDER/BORDER MANAGEMENT

• TEAMWORK

• TEAM REWARDS AND RECOGNITION

• TEAM LEADERSHIP

• STRENGTHS/AREAS FOR IMPROVEMENT


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ASSESSING WORLD CLASS TEAMS“How Are We Doing?”


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Managing

DifferencesConflict

ManagementUsing

Emotional Intelligence

Acknowledging

Differences

Ongoing Team

Building


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15

Reactions to Others

JudgingJudging

UnderstandingUnderstanding

RespectingRespecting

AppreciatingAppreciating

ValuingValuing


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“FACE TIME”

Making Connections

Coaching Engagement

Getting Recognized


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WHAT IS PIE?

PERFORMANCEPERFORMANCE Full utilization of skills and abilities

Contributions Opportunity for development IMAGEIMAGE

Results Reputation Credibility Savvy Style

EXPOSUREEXPOSURE Visibility to Executive leadershipVisibility to broad networksCrucible rolesSponsorship

P I

E


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VIRTUAL TEAM COMPETENCIES

Core Competencies•Establish the right “fit” up front whenever possible• Assess team member ability to be a self-starter, self-motivator• Recognize the need to work effectively without standard social cues• Determine member ability to hit benchmarks and stay on task without micro-management• Must value TEAMWORK

Effective Virtual Team leadership• Clarity and setting expectations are vital• Communication must be consistent, reliable, effective• Trust and team building must always remain top-of-mind• Patience is essential• Create and execute goal setting and action plans


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VIRTUAL TEAMS: ADDED COMPLEXITY

• Establish an “on-boarding” process; assign a “buddy” to a new team member

• During regularly scheduled meetings spend time to discuss the positive aspects of the team, as well as areas that need improvement.

• Invest the time team members would have spent traveling to identify and manage cultural differences and geographical disparities at the onset of the project.


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VIRTUAL TEAMS: ADDED COMPLEXITY (CONT’D)

• At the first indication of a problem - take action! This action may be in the form of direct intervention with the members involved or letting the entire team know that you are aware of what is happening and that it will be resolved.

• Don't distance yourself from team members. Be available to them, this will increase the trust they have in you and shows them that you respect them.


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VIRTUAL TEAMS: ADDED COMPLEXITY (cont’d)

• Designate someone to mind the "virtual water cooler." Regular one-on-one telephone conversations with team members will help clarify local priorities and concerns.

• Avoid or reduce communications delays: follow ground rules and team norms to accommodate multiple time zones. Address team member requests in a timely fashion


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VIRTUAL TEAMS: ADDED COMPLEXITY (cont’d)

• Require regular updates from all team members. This is the best way to ensure you get a complete picture of activities

• Keep Team Members Visible: use the social media networking to keep people connected

• Recognize People: Team leaders need to periodically recognize peoples’ contributions to team goals and collaboration

• Make sure that team technology is available and support provided.


(212) 297-6176 . (917) 854-4552

What are you going to do with the information you’ve learned today?

1. I’m going to hold a virtual team training session on one of the topics we’ve covered.

2. I’m going to do a Virtual Team Effectiveness Assessment and discuss the results with my team.

3. I’m going to hold a discussion about each of the 4 Cornerstones with my team at my next 4 team meetings.

Plan of Action


(212) 297-6176 . (917) 854-4552

(PRENTICE-HALL) (JOHN WILEY & SONS, INC. ) (ASTD)

Also Available from Lynda McDermott:

WORLD CLASS TEAM SERIES E-BOOKS•Team Values and Operating Agreements

•Team Jump Start•What’s Our Need for Teamwork?

•Are You Ready for World Class Teams?•Team Effectiveness Assessment


(212) 297-6176 . (917) 854-4552

To Contact Lynda:

Email: [email protected]

or

[email protected]

Phone: 212-297-6176

or

917-854-4552

Websites: www.lyndamcdermott.com

www.equiproint.com


(212) 297-6176 . (917) 854-4552

LYNDA C. MCDERMOTT, MSOD, CSPis President of EquiPro International, Ltd., an international management consulting firm which specializes in the strategic development of organizations and their employees. Her experience involves over 30 years of line management, and internal and external consulting.

McDermott began her career as line manager, and then an internal consultant with Ohio Bell Telephone Company, AT&T and Ernst & Whinney. She began her external consulting career with E&W as Manager-in-Charge of Human Resources Consulting, and later served as a Director for a national Human Resources and Organizational Consulting Practice for KMG Main Hurdman.

Over the last twenty years her firm has provided consulting services in strategic planning and business development, leadership and team development and executive coaching performance management, 360° assessment, business development, change management and organization effectiveness in a wide variety of industries. Her client list includes such companies as Pfizer, Hearst Magazines, Biogen Idec, PricewaterhouseCoopers, Standard & Poor’s, Sanofi Aventis, DuPont Women Lawyers’ Network, Enrst & Young, and Willkie Farr & Gallagher.

She has served on the National Board of Directors of the American Society for Training and Development and has been their Torch Award Winner. Her firm has received two ASTD “Excellence in Practice” Citations for their ground-breaking work with global teams in over twenty-five countries and for their innovative “Build Our Business” program. She has also served on the Board of Directors of Girls Incorporated (Formerly Girls Clubs of America). Ms. McDermott is a frequent speaker and is co-author of the best-selling book World Class Teams (John Wiley & Sons, Inc.) and author of the best-selling book titled Caught In The Middle: How To Survive and Thrive In Today's Management Squeeze (©Prentice-Hall). She is a Certified Speaking Professional with the National Speakers Association and has appeared on CNBC, Wall Street Journal Radio, National Public Radio and in numerous business publications. McDermott has served on the adjunct faculty of INSEAD in Fontainebleau, France and for Stony Brook University’s MBA program and is on the faculty of the American Management Association. Lynda is also a member of the International Coaching Federation.Ms. McDermott is a Phi Beta Kappa graduate of Miami University and has a Masters of Science in Organization Development from Bowling Green State University.

EquiPro International, Ltd.

420 Lexington Avenue, Suite 300 1110 3rd Street South New York, New York 10170 St. Petersburg, FL 33701

Leading Virtual Teams In The Pharma And Biotech World.Ppt

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