with others in a virtual setting€¦ · – rich drinon people are grouped into virtual coaching...

Collaborating Successfully

with Others in a Virtual Setting

© 2020 Rick Maurer

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© 2020 Rick Maurer www.rickmaurer.com P a g e | 1

Contents

Introduction 2

The Five Questions 3

Success Stories 10

The best laid plans of mice and virtual teams. . . 21

Other Resources 22

Contributors 23


Introduction

Last week, I put out a call to my e-mail list and contacts on LinkedIn. I asked for

things they’ve experienced that made collaborating virtually a success. I asked a

few questions as prompts and invited people to tell their stories. Wow. As you will

read, people responded thoughtfully, talking about things we all could do as many

of us begin to explore the virtual world as our primary way of communicating.

And I got a range of replies from teachers, leaders, coaches, consultants, and a

group of seniors who have shifted their regular meetings to the online world.

The first part of this paper covers responses people gave to the five questions I

asked.

The second part includes success stories. Some tell their story using the five

questions as prompts; others went their own way. I learned something from all

these stories.

The final section includes a few resources that you might find useful. And, as far

as I can tell, all these resources are free.

Finally, I share brief bios of all the contributors to this paper. It’s not an

exaggeration to say that they wrote 90 percent of what you are about to read. If

you like what you see in this paper, I encourage you to share it freely with others;

none of this material is protected by copyright.

As Clive Bevan wrote in response to my request, “Now is the time to address the

moment and let go of what worked in the past.”

I can’t think of a better way to approach the ideas covered in this paper.

– Rick Maurer


The Five Questions

1. How did you or the organization build and sustain strong working

relationships?

In the past many years, I’ve always initiated an upfront exchange of background

information on experience, education, expertise, family, and personal interests to

form a foundation [for our working relationships]. Having this for a reference

provided points of ongoing rapport. Although most of the work has been by

phone, using illustrated online tools as a reference has helped individuals focus on

visual aspects of the communication. In-person meetings, when possible, have

helped—annual or quarterly for in-person communication.

– Rich Drinon

The relationship-building really started before the need for a virtual work

environment. Now that many of us are working virtually, my team uses a short

daily call (thirty minutes for our team of ten people) as a check-in for our team to

see how everyone is doing, what we’re working on, and if support is needed.

– Steve Mousseau

Had daily check-ins, personal sessions to check personal situation and monitor

progress.

– Frik Reynecke

Now employees share weekly goals on Monday so we can see where we can best

support each other. We also do a video meeting two to three times a week—we

start by just checking in, sharing stories, and then we turn to work. Before, we

would check in in person during our workdays and in meetings.

– Anonymous


We share our stories . . . together with current praises and challenges. We

support one another in prayer, and we brainstorm solutions to challenges. It is up

to the person with the challenge to decide whether or not to follow up with

these.

– Jean Coles

We always start with a personal meeting. (If several are needed to build safety

and trust, we schedule more than one.)

We always talk about the fact that the meeting is digital, and we evaluate the

pros and cons of that. (A couple of times we had to return to physical meetings.)

We start (as one usual does in physical meetings) with small talk; we never record

meetings.

I plan for the possibility that the meeting may go on longer than planned, so I am

not the one to end it.

After two or three meetings, I know if it will work, and then we meet occasionally

physically.

From time to time, we schedule separate physical meetings when difficult issues

are on the table (e.g. personal, private, or marriage issues).

– Henrik Julin

Our team has scheduled a weekly video gathering to check in with one another.

– Karen Vernal


2. How did you or the organization encourage candid conversations about

important issues?

As a coach, there is one topic that stands out in my conversations about the

virtual environment—the effective use of the phone. I have challenged all my

clients to see if they can make their phone usage as effective as their face-to-face

experience. Specifically, most people rely on their charisma, body language,

personal etiquette, and visual observations to make the face-to-face experience

more valuable than the phone experience. I believe this can be changed

dramatically if they are willing to work on a few things. I am happy to help

develop these thoughts.

– Dave Luke

I’ve always prepared for candid conversations by considering the five key

questions of What? How? Who? Why? And When? I’ve used Rick’s key

statements to think through forms of resistance to what’s being proposed: I don’t

get it, I don’t like it, and I don’t like you.

– Rich Drinon

We model vulnerability and transparency and respond with care and without

judgement. We choose to love one another and be on the same side.

– Jean Coles

We have norms that we can call upon if people aren’t being candid.

- Anonymous


Our daily check-ins are an open forum (which has been communicated by our

leader), where anyone can table a topic for discussion. If the topic is sensitive or

private, leader one-on-ones are another option to discuss these issues.

– Steve Mousseau

We have learned that a check-in and a check-out at each of our business meetings

offers a way for us to stay connected as human beings. Even before this health

crisis, it was a regular practice. And it is what we have encouraged in the

leadership coaching we offer.

- Karen Vernal

My client sets the tone, and together we form a culture for our meetings. This is

in fact something that often inspires clients’ own practice back at work.

– Henrik Julin

The conversation is the critical thing, so how do we create an environment where

there can be thoughtful and constructive dialogue? And then how do we capture

further learnings and insights after the fact?

In my recent experience, much of the groundwork is laid prior to a coaching call

or a conversation focused on gathering feedback in support of a client. An

agenda, an interview guideline, and a context for the discussion and its eventual

application enhances the value of the actual discussion.

A final thought: I have been encouraging those I am working with to reflect on the

conversation, review their notes, and then send along any further ideas that occur

after the “meeting.” I do the same, and then “recollection in tranquility” can

reveal new insights and additional questions from a stance of active curiosity.

- Ross Rosburgh


3. How did you make decisions that built on the strength of the various

stakeholders?

I’ve used a DISC Behavioral Style team chart that allows me to see the key

concerns and questions likely to come up during a problem-solving and decision-

making meeting. For example, with Dominant types, what do we want to

accomplish? With Inspiring types, who else will be involved? With Supportive

types, how can we go about this? With Cautious types, why are we doing this?

– Rich Drinon

It depends on the decision, e.g. who is responsible, who the stakeholders are. The

main decision-makers should be those closest to the situation and responsible for

the outcomes. Others can give input.

- Jean Coles

Stakeholder engagement is so important to ensure the correct decisions are

made. We continue to do this virtually, whether by email, instant messaging,

phone calls, etc.

– Steve Mousseau

We include those with the biggest concern in the process—and always a naysayer

to represent the other side.

- Anonymous


4. How did you identify and deal with problems directly related to the

quality and efficiency of the work itself?

With employees, we held quarterly meetings to review results against practices.

With clients, I do check-ins at certain points during a coaching engagement.

– Rich Drinon

People are grouped into virtual coaching circles with “plus one” coaches. Meeting

frequency is most often weekly but varies depending on the degree of

coordination needed. Issues that can’t be resolved are referred to circle advisors

(who serve in a variety of arenas).

- Jean Coles

Monitor quality and discuss it.

– Frik Reynecke

Timely feedback and reviews of issues in weekly operations meetings.

- Anonymous


5. How do you maintain vibrant employee engagement?

I practice three forms of motivating language: Clarifying, Caring, and putting

things in Context.

– Rich Drinon

Once-a-month coaching circles use group time to share personal and family

updates and prayer requests. Each time the group meets, we brainstorm potential

ways forward, submit challenges, and celebrate praises together. Underlying

these activities are clear metrics and metric reporting.

- Jean Coles

Personal discussions make sure their interests and career goals are being

addressed and met. For example, one consultant was up for promotion, and we

had to address her future situation. We discussed it and agreed she needed to do

more, to be stretched and take more responsibility and lead more initiatives. She

shared her ideas, and we agreed on the way forward.

– Frik Reynecke

A check-out at each of our business meetings offers a way for us to stay

connected as human beings. Even before this health crisis, it was a regular

practice. And it is what we have encouraged in the leadership coaching we offer.

- Karen Vernal

Hire people who love what they do, get out of their way, and appreciate them.

– Anonymous


Success Stories

I was trying to develop design, coding, and testing procedures and standards for

the software development process used by a couple hundred software engineers.

So, I was working in something akin to a virtual environment in that I couldn't

possibly communicate in person with all of them.

My efforts to build strong working relationships and maintain employee

engagement consisted of:

• Establishing a "standards council" consisting of reps from all affected

sections, listening to them, using their ideas to develop drafts, and using

the results of their reviews with their own people as guidance for the final

documents.

• Staying in direct contact with all the engineers and being as transparent as

possible, publishing a newsletter periodically with status information and

requests for input.

• Encouraging the more enthusiastic of the engineers to develop their own

local procedures and standards temporarily when they wanted to move

faster than we could.

• Encouraging experimentation with the draft standards when issues arose in

practice.

Note that all the above also built on the strengths of those involved and

encouraged participation.

THE STANDARDS COUNCIL | GEORGE WEDBERG


Linda explains how a faculty group works well in a virtual environment. I

appreciated the way in which she built her story around the themes I had

suggested. (It makes me feel needed!)

How did you (or the people you work with)…

• Build and sustain strong working relationships? We start off every meeting

with a check-in, celebrations, etc. We make sure we know what is going on

personally with our team before we begin. Dogs, kids, etc. are allowed to

introduce themselves on our calls during this unprecedented time. Some

teams have given tours of their houses before we begin (picture MTV

Cribs).

• Encourage candid conversations about important issues? One of our norms

is "Come as you are, no judgment." This allows us to make sure that

everyone is in a comfortable setting. When speaking about important

issues, we make sure that all voices can be heard at the table. If needed, we

collect questions during a large staff meeting, compiling them in a

document that can be addressed at the end of the meeting.

• Make decisions that built on the strength of the various stakeholders? Most

decisions are run past team members, or input is asked for. We use Google

Docs, which is a great way to collaborate when working remotely. We are

able to make comments, suggestions, etc., then circle back to a shared

document over a video call.

• Identify and deal with problems directly related to the quality and

efficiency of the work itself? We troubleshoot and leave time open to

discuss how things went, ready to make adjustments the next time we

meet.

• And/or maintain vibrant employee engagement? We are instituting virtual

spirit weeks (school environment) and having dress-up contests for our

Zoom/Google Meet meetings. I also am considering having 1:1 check-ins

with staff members in addition to our weekly staff meetings.

INTRODUCING THE KIDS AND THE DOGS | LINDA M. RHYNE


I am leading a program team right now, and it's all remote. For a couple of

reasons (leadership level of the team and because it's remote), I work pretty hard

each week to put the agenda together and make clear the decisions we need to

make and everyone's homework after the meeting. So far, it has been effective,

and people have been complimentary about the process—which is largely a

matter of being prepared and really understanding the purpose.

If you can use video, do. It's so difficult to feel like people are fully engaged,

especially when you can't see them. Even if they don't turn their cameras on, I

turn mine on.

An in-person facilitation trick that becomes even more useful on the phones is

waiting seven seconds for responses. At times, I vary the length based on what

feels appropriate, but I always wait longer than what extroverts like myself may

normally be comfortable with. Inevitably someone does chime in—they just need

a little time to respond.

In a polite way, I call out people who don't tend to speak up, just to make sure

their voice is being heard as well.

A year ago, our global organization moved to a new structure with the motto “Go

big. Go small. Go in prayer. Go together.”

Here’s how it works:

Go big: We have hour-long, bi-weekly virtual calls for everyone in the

organization. These focus on our key activities, include time for small groups

(5+/-) to discuss the featured topic, brainstorm solutions to common issues, pray

together, or study the Bible together.

But, we also. . .

SEVEN SECONDS | EMIE TIMMERMAN

THE MOTTO | JEAN COLES


Go small: We are all in coaching circles with a “plus one” coach who is a step

ahead in implementing our vision.

Go in prayer: We seek to increase prayer in a variety of contexts, both internal

and external, including an hour of prayer before our bi-weekly call.

Go together: We look for ways to encourage and support one another.

I have been a telecommuter now for four and a half years, having given up my

brick-and-mortar office at a major aerospace defense conractor, mainly due to my

increased travel schedule in recent years. My younger co-workers—you know, the

ones who always have their heads down, eyes on their phones, and their thumbs

are faster than any fingers you have ever seen—seem to be the ones who are

struggling in the very environment in which they insist we “older folks” learn how

to engage. I’ve been asked to coach them through this new “shock-and-awe” life.

Some basic rules for working at home: DISCIPLINE and ROUTINE

1. Maintain your “normal” schedule. If you are used to getting up at 6:00 a.m.,

get up at 6:00 a.m. If you are used to having coffee and sitting in front of

the morning news for ten minutes while you eat your bowl of cereal, do

that, but make sure it is ten minutes, not twenty or thirty, or you’ll be

behind for the entire day.

2. Get dressed. You think you are home and therefore can sit around in your

PJs all day. Maybe you can—no one will see you, supposedly—but you will

not have the psychological advantage of being “sharp” and consequently,

your laidback attitude will contribute to your diminished production.

3. Establish a work area in your home and set up ground rules with your

family. This is a good rule for your family as well. Everyone is home now, so

if your spouse or other half also has a job, or if you have kids in the house,

it is important for everyone to have their space where their outside-the-

home routine is conducted. Share/split the hours with your partner for

conducting work and for entertaining the children. Mark your calendars

THE NEW SHOCK-AND-AWE LIFE | KAREN COCHRAN, Ph.D.


accordingly. Know when you have “reading duty” with the kids. Set up a

corner of the dining room or their bedrooms for them to feel important.

Hang posters, let them color them, or calendars, or alphabets (depending

on age, of course) and let them know this is their “work space.” The ground

rules will let everyone know that Mommy and Daddy are still “working.”

Not to worry, they haven’t lost their jobs; everything will be fine.

4. Maintain your routine check-in meetings—staff meetings, team meetings,

etc., and do them by Skype or video conference whenever possible. Being

able to see everyone, even online, contributes to the sense of still

belonging and still being a critical part of an important team.

5. Start and end on time. Have an established agenda, but be sensitive to the

fact that everyone is going to want to know “how everyone is doing.” Build

this eight to ten minutes into the beginning of the telecom, depending on

how many people you have on the call. This makes it easier for everyone to

empathize with each other’s shortcomings or missteps on tasks.

6. Reflect on your company’s core values. One Company, One Team. Mission

First. We’re all in this together. We’ll get through this; we are strong and

know how to endure.

7. Review tasks and actions and get commitments from everyone before the

call is over. Ask for someone to summarize the call or to state what they

will be doing between now and the next call. This way, they have taken it

on, you are not assigning it to them, so it’s more likely to be accomplished

on time.

8. THANK EVERYONE at the end of every meeting for their time and diligent

support under these circumstances.

9. Save bandwidth. Log off the VPN connection between meeting times. Give

others a chance to use the bandwidth. Then give yourself a cushion of time

to log in and get connected before the next meeting—don’t wait until

literally the last minute.


On the whole, a big part of my answers comes down to team culture. Remote

work is still just work. It's easy for managers to worry that employees won't

continue to complete work when they aren't visible, but that's a sign of a culture

of distrust. Employees should be judged based on the outcomes of their work, not

on their appearance of busy-ness. Those outcomes are usually as visible remotely

as they are in person.

If a team has a dysfunctional culture when everyone's working in the same place,

those dysfunctions will be magnified when people are remote. If team's culture is

strong and healthy, working remotely is an opportunity for greater flexibility to

help the shape of the work fit comfortably into employees’ lives.

How did we build and sustain strong working relationships?

o We do a lot to ensure that people are recognized for their wins. We

have several different times set aside for people to thank other team

members for their contributions, we send congratulatory emails

when appropriate, and we encourage exploration. When we were

remote only twenty percent of the time, we had a weekly coffee

meeting and roughly-monthly happy hours. As we've transitioned to

100% remote, we've kept that spirit going with numerous options for

themed video calls, remote hangouts, etc.

o It's important that these are voluntary! Currently, I have three

standing meetings per day, which are all dedicated to "getting in

some socializing with coworkers," but there's no expectation that

anyone make all of them, or even a majority. It's an option to keep us

connected, not enforced "team-building." It's also worth noting that

none of these were started by leadership—they were started by

people who enjoy working together, who were looking to regain a bit

of the closeness that being fully remote has removed from the

routine.

PRESUMING GOOD FAITH VIRTUALLY | ERIC HONOUR


How did we encourage candid conversations about important issues?

o This comes down to a having a culture that values psychological

safety. Team members need to know that they can raise things

without risk of getting in trouble and that their coworkers will

presume good faith on their part. This is well encapsulated by Norm

Kerth's "Retrospective Prime Directive", which reads: "Regardless of

what we discover, we understand and truly believe that everyone did

the best job they could, given what they knew at the time, their skills

and abilities, the resources available, and the situation at hand."

o It's easy for managers to tell people "My door is always open." It's

harder to make sure that everyone knows that that's a serious

commitment. Showing teams that their concerns are heard and,

when possible, addressed does far more than just telling people that

you're open to feedback.

o It's also important that this culture is reinforced by everyone on the

team. If employees don't seem to have that trust, it's worth digging

deeper on why not and figuring out what can be done to engender it.

o Organizations thrive when people are free to experiment without

fear of retribution should an experiment fail. "Working remotely all

the time" is an experiment. Embrace that! Set team norms to make

sure that things get done as they need to (for instance, my team has

agreed-upon "core hours" during which people must be available for

meetings), but allow people flexibility outside of those basic norms. If

it turns out something isn't working, revisit it and revise it without

placing blame.

How did we make decisions that built on the strength of the various

stakeholders?

o Many facilitation techniques can be tricky to adapt to remote

presence. We've generally found it best to try completely new

meeting styles; this has been a neat time to experiment with ways to

shake up our settled norms a bit, and it’s had the side benefit of

letting us hear more from often quieter team members.


o An occasional difficulty has been managing the jockeying for "who

talks next" that happens relatively easily in person—the subtleties of

"No, you go ahead" don't work as well with a few hundred

milliseconds of lag. What I've done (and encouraged others to do) is

to go silent and take the moment before the other person picks up to

take notes on what I was thinking, then listen. I can then circle back

to what I was thinking later, either on the same call or in a follow-up

email.

How did we identify and deal with problems directly related to the quality and

efficiency of the work itself?

o Mostly by treating the work exactly as we did in person. This is easier

for us than some industries—it's software, so pretty ideally "can be

done from anywhere with an Internet connection." We've found

ourselves spending a bit more time giving team-wide updates

(usually just by email, so that people can read them—or not—at their

leisure) taking the place of commenting out loud when we're all in

the same team room.

How did we maintain vibrant employee engagement?

o Basically, this has come down to an increase in online communication

to offset the effects of not sitting in the same room or walking out to

grab lunch together. Some of this is via email or Slack, but not all of

it—we've also been doing voluntary video calls over lunchtime,

where people will go for short walks around their neighborhood and

show off their gardens and so on. We've also had a number of

employees "get together" virtually to play board games online or dial

in to virtual happy hours after work.


This client was a Fortune 15 company. The problem was to assess the root cause

of enterprise systems outages. We strove to understand the root cause so the

specific vulnerability that caused outage in one system could be assessed as

present or not in other mission-critical systems, just waiting to cross a trip wire

and cause an outage, i.e. a business disruption. The goal was to reduce outages by

using the root cause of one outage as the item to seek proactively in other

systems and to remove the vulnerability before it materialized in downtime.

a. We had a daily group phone meeting cross-enterprise to identify the key

outages, and then we worked the problem offline.

b. We used the urgency and value of the project mission to keep engagement

high and focused.

c. We aggressively communicated the issues up through the chain of

management command (outside the virtual work team), to have the “tech

results” translated in short order and to determine the actions necessary

with appropriate urgency. Then we effectively communicated such actions

within the virtual work team to create a feedback cycle, build a sense of

importance with the team, of recognition by senior management. The short

cycle for virtual team communications, the involvement and

communication of executive management to the virtual team based on the

latter’s input, and the quantification and continuous communication of

value—each acted to solidify/bond the virtual team to a common purpose,

keeping focus, excitement, and motivation high.

Now that my three years of meeting for lunch and a subsequent two-hour

conversation among six committed seniors like myself, still active and involved,

has been temporarily halted, we went to Zoom two days ago for our regular

meeting time, from 1:00 to 3:00. Since I do little virtual stuff, I was amazed at

sitting with everyone “live” in front of us. We were able to go on as usual, talking

about what is currently happening and how we are being “helpers” in our

KEEPING THE URGENCY | ALLAN LEVY

THE CONNECTION STUFF | MARTHA JOHNSON


community, and how all of us (in completely different situations) were feeling and

coping.

Given that we had already developed a pattern of working together in real time,

face to face, as a kind of support group to fulfill our needs , the questions [about

collaborating virtually] are not as relevant to me as they are to those who must

continue to find different ways to continue in the work environment. This need is

going to explode as people look for social connection and support as they must

conform to physical distancing. Maybe there are two sets of conditions to

address—just the connection stuff, and the working relationship stuff. Or the

reality that the connection stuff may require more time and attention during a

“work call.”

Since March 2017, I have been running a project with an insurance company in

the health area. From the beginning, the project was designed to be operated in a

virtual environment with the exception of some field research and related

activities.

The core team consists of six people; the wider group is about fifteen people.

Over the course of the past year we have met roughly five times, and for now we

will have to let go of that because of the coronavirus.

The client has been used to traditional projects with tons of face-to-face

meetings, which cause members to travel. We are using Redmine (a free open-

source project planning application) as an agile project management software. It

took a little while until we (the consultants) got familiar with the tool, but then we

were most happy with it.

The majority of the team members from the client side showed quite some

resistance in the beginning; they managed to get around using Redmine by

writing emails, making phone calls, and the like. At that time, we decided not to

put any pressure on the others but rather offered to solve the obstacles in the

system for them, as long as they got the content across.

They were also unused to working with tickets and sprints, which give you straight

deadlines and deliverables, and they tended to push back a lot on the project

VIRTUAL RESISTANCE IS STILL RESISTANCE | BERTOLT STEIN, Ph.D.


managers. Again, we did not put any pressure on them but asked them to deliver

within their options and time availabilities. The performance of the team

increased significantly, and today we use a lot of system lingo (like “I will set up a

ticket for you”), and everybody has started kind of a friendship with our tool.

Every fortnight we have a video conference with the core team and some guests.

After five minutes of checking in, we work in a very structured way along the

tickets of the current sprint, and we decide on the next steps. Candid

communication and feedback are something we asked for from the beginning as a

ground rule for the team. It happens either in the video conference or via the

feedback/comment function in Redmine. Still, sometimes there are

misunderstandings or complications that we need to resolve the old way, by

picking up the phone and having a direct discussion.

The project is ending in September, but I am already using the Redmine platform

in another project (again going through the Rick Maurer resistance cycle). I find it

very important to combine psychological skillfulness with a good project

management approach in order to run successful projects in a fully virtual

context.


The best laid plans of mice and virtual teams. . .

I appreciate all the comments that addressed the questions I asked about the

human part of working together in a virtual environment.

But without a good grasp of technology – or rather our relationship with

technology – we can easily destroy our best laid plans. So, here are a few things

that I’ve learned and unfortunately keep on learning when I let down my guard.

Perhaps you know Murphy’s Law: If something can go wrong, it will. Murphy

could have been talking about our virtual world. Here are things that I’ve found

helpful.

Bring Out Your Inner Nerd. Make sure that you know how to use the software or

conferencing resources without having to look things up during a meeting.

Rehearse everything. Make sure that everyone can access the video conference

or software. Nothing slows down a meeting more than people pushing buttons

hoping that a picture will appear or wondering how they can make a comment.

Hire a techie. Unless it is a simple video call with only one other person, I like to

ask someone to be there just in case something goes wrong. That decision (and

small expense) has often been very helpful.

Assume the worst and plan for it. A friend invited me to make a presentation via

one of the leading video conferencing platforms to a class he was teaching 14,000

miles away. Within minutes my screen froze. I smacked the side of my computer

but that didn’t help. I drew on my deep knowledge of profanity and yelled the

computer. That didn’t work either. Fortunately, we had a Plan B. When I froze, he

took over.

Keep Notes. My memory for details such as ways to log into a particular program

or the nine steps you need to take in order to X is faulty. I do much better, if I

keep a written record of all the steps I just learned.

- Rick Maurer


Other Resources

Matt Kayhoe pointed out that a lot of people and organizations are beginning to

offer resources for working in a virtual environment, and others are reminding us

that they have been working virtually for quite some time and have a lot to offer.

(Look at Eric Honour’s contribution in the Stories section of this paper.)

Here are two resources Matt suggests:

There is some very cool social organizing going on that may provide great insight,

such as these folks: https://www.humannetworkinitiative.com/. Click on the

“neighborhoods” tab, and then scroll down to the “how-to guide” at the bottom.

Lori Silverman wrote, “Have you thought about adding a list of video resources to

your list? I just did an amazing one-hour LinkedIn Live show yesterday with Jay

Friedman, the CEO of Goodway Group, a global, fully remote company. It is now

housed on YouTube: https://www.youtube.com/watch?v=lSAy6g-

yheM&list=PLifX31Xz9ggX9yUE6f6Z5dpbEMTyn8doe&index=8&t=0s

Cliff Kayser suggests Creating and Sustaining Virtual Teamwork Effectiveness,

published by The Center for Creative Leadership.

https://mail.google.com/mail/u/0/#search/cliff/WhctKJVqrrtwTHGXbWvLjxFxVbvf

MHMLXrlXmKslKCjQkBZNLqrNsMcPMdfpLFcMxPpSnrl?projector=1&messagePartI

d=0.1.1


Contributors

Clive Bevan is the author of Thought bubbles and Thinkboxing 2006, Listen to the Dolphins

2009, and will publish 'Followership' in 2020. Credit for the content in these study books to tens

of thousands of delegates on our experiential Learning workshops see www.thinkboxing.co.uk.

Believe change process is fractal, Me,Group,organisation.

Bertolt Stein Ph.D., Director at Kinetic Consulting, Germany.

Karen Cochran is an Aerospace Engineer with a Ph.D. in engineering and supply chain

management. She served in the USAF and is currently employed by a leading aerospace defense

contractor. She is a trained/certified root cause investigator in air and flight safety, and has

collaborated with NCIS, FAA, NTSB, DoD, and DoE(energy) [email protected]

Jean Coles is author of Becoming Whole: The Power of Wholeness Prayer and founder of

Freedom for the Captives Ministries (freemin.org). She serves as Director of Prayer Strategies

for BEYOND (beyond.org), an organization focusing on catalyzing Church Planting Movements

among Unreached Peoples.

Rich Drinon, Leadership Communication Coach for Executives and Management Teams.

Eric Honour is a software developer who specializes in bridging the divide between business

needs and technical solutions.

Martha Johnson is the author of Why Not Do What You Love and two books of poetic Musings

about her journey with multiple sclerosis. Now exploring aging and elderhood, she can be

reached at meetmarthajohnson.com.

Henrik Julin partner at Topledernetværk.dk, Copenhagen, Denmark

Matt Kayhoe helps science-based organizations be innovative, creative, and collaborative.

www.kayhoe.com

Cliff Kayser Executive Coaching, Organization Development Consulting, Polarity Thinking

Training and Certification www.experienceit.com

Allan Levy Management consulting with concentrated focus on performance of information

systems www.BreakThruResults.com

Dave Luke is a Business Coach in Bend, Oregon. He helps Business Owners improve their results

with his “Connected Planning” methodology and then holding them accountable to the

appropriate behavioral changes required to implement the plan.


Rick Maurer Since publication of Beyond the Wall of Resistance (1996, 2010), I have helped

leaders and planning teams build support and forward momentum for major changes and other

big projects.

Steve Mousseau, Continuous Improvement Lead – Oil and Gas Sector.

Frik Reynecke is a change specialist supporting businesses to deal with their transformation and

people issues.

Linda Rhyne is the Literacy Facilitator at Olde Providence Elementary in Charlotte, NC; she

supports elementary teachers in grades K-5 with literacy instruction and consults with Charlotte

Mecklenburg Schools to inform district literacy instruction.

Ross Roxburgh, a coach and consultant who has the privilege of working with and learning from

a range of courageous leaders. Through his work, he continues to bring respectful curiosity and

a humble approach to supporting the development of clients. www.rossboxburgh.com

Lori Silverman, The Shift Strategist. Lori hosts a live show on LinkedIn titled “Level Up with Lori”.

Emie Timmerman is a Change Management Lead in the Knowledge & Change Strategies

department in Operations & Quality at Collins Aerospace. As part of her responsibilities, she

provides Change Management support, consulting and education and is passionate about

understanding people and how to support them through change.

Karen Vernal, Uncommon commitment to client success. I am willing to tell truth to

power. Along with my colleagues, I provide Executive Coaching and Team Development rooted

in Emotional Intelligence to support the best in leaders and organizations. www.ccvernal.com.

George Wedberg was Manager, Development Procedures & Standards in an IT department of a

major U.S. corporation at the time of this project. He has also managed IT projects and

developed metrics for software projects. Now retired, he is organizing projects of a different

kind in his retirement community.

with others in a virtual setting€¦ · – rich drinon people are grouped into virtual coaching...

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