tma world webinar: successful virtual communication

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


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


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

• Email

• 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


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


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


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


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


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


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


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


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

mailto:[email protected]




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.


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tma world webinar: successful virtual communication

Documents

support communication

simple using communication

communication rhythm

right people

polarizedrisk people

virtual meetingsmake

virtual meetingswhy

virtual communications