Five Critical Elements of an Effective Virtual Leadership Program.pptx

45-minute webinar focused on the five critical strategies applied by virtual or remote leaders, as well as four practices to humanize the virtual work environment.

1. Five Critical Elements of an Effective Virtual Leadership Program

2. Objectives Recognize five critical leadership strategies to succeed in virtual environments Adopt fou r key practices to humanize the virtual workplace Increase your virtual presence and ability engage your remote team © 2024 Clay & Associates Inc./NetSpeed Learning 2

3. Challenges What challenges do virtual leaders face when leading remote and hybrid teams? © 2024 Clay & Associates Inc./NetSpeed Learning 3

4. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 4 Provide Operational Structure 1 2 3 4 5 Emphasize Clear Communication Use Technology Well Motivate High Performance Humanize the Work Environment

5. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 5 Provide Operational Structure 1 2 3 4 5

6. Operational Structure Includes Clear Goals and Priorities Scheduled Meetings and Check-in Conversations Delegating Process Ongoing Feedback (Positive and Constructive) Resources and Connections © 2024 Clay & Associates Inc./NetSpeed Learning 6

7. Delegating Process © 2024 Clay & Associates Inc./NetSpeed Learning 7 Task Summary and Description Authority Level Priority Start and End Dates Resources and Constraints Background Information Progress Reporting System Check-in Dates

8. Positive and Constructive Feedback © 2024 Clay & Associates Inc./NetSpeed Learning 8

9. Balanced Feedback In the virtual environment, what is the best balance between positive and negative feedback? © 2024 Clay & Associates Inc./NetSpeed Learning 9

10. Balanced Feedback © 2024 Clay & Associates Inc./NetSpeed Learning 10 Jack Zenger and Joseph Folkman Harvard Business Review

11. Positive Feedback “Only positive feedback can motivate people to continue doing what they’re doing well, and do it with more vigor, determination, and creativity.” © 2024 Clay & Associates Inc./NetSpeed Learning 11 Jack Zenger and Joseph Folkman Harvard Business Review

12. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 12 Provide Operational Structure 1 2 3 4 5 Emphasize Clear Communication

13. Clear Communication Why is clear communication so important to successful virtual leadership? © 2024 Clay & Associates Inc./NetSpeed Learning 13 How can the virtual leader ensure transparency in the virtual work environment?

14. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 14 Provide Operational Structure 1 2 3 4 5 Emphasize Clear Communication Use Technology Well

15. Technology Uses Meeting and Training Platforms Discussion and Communication Collaborating on Tasks Tracking Activity Monitoring Performance Planning Projects Documenting Performance Celebration and Acknowledgement © 2024 Clay & Associates Inc./NetSpeed Learning 15 What technology (software) platforms does your organization use?

16. Favorite Technology Application What is your favorite technology application in the virtual workplace? © 2024 Clay & Associates Inc./NetSpeed Learning 16

17. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 17 Provide Operational Structure 1 2 3 4 5 Emphasize Clear Communication Use Technology Well Motivate High Performance

18. Motivate High Performance Adopt a collaborative leadership style Give people the chance to identify and solve meaningful problems Create a culture that values creativity and experimentation Encourage collaboration and teamwork Build trusting relationships Recognize and celebrate results © 2024 Clay & Associates Inc./NetSpeed Learning 18

19. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 19 Provide Operational Structure 1 2 3 4 5 Emphasize Clear Communication Use Technology Well Motivate High Performance Humanize the Work Environment

20. Humanize the Work Environment What does it mean to you to humanize the virtual work environment? © 2024 Clay & Associates Inc./NetSpeed Learning 20

21. Humanizing the Work Environment Establish strong virtual presence Build rapport with every individual Increase social connection with the team Bring empathy and compassion to every conversation Honor differing perspectives Create a culture that allows people to thrive © 2024 Clay & Associates Inc./ NetSpeed Learning 21

22. Four Humanizing Practices Principle Nobody wants to be a nameless, faceless cog in an organizational machine. © 2024 Clay & Associates Inc./NetSpeed Learning 22 Practice Get to know each person on your team (their family; wants and needs; what motivates them each day; what they aspire to do or become).

23. Four Humanizing Practices Principle People want to feel that they are valuable and that their work matters. © 2024 Clay & Associates Inc./NetSpeed Learning 23 Practice Each week, notice and appreciate at least one contribution by each employee.

24. Four Humanizing Practices Principle People hate criticism but they love development. © 2024 Clay & Associates Inc./NetSpeed Learning 24 Practice Give feedback that nurtures and supports individual development.

25. Four Humanizing Practices Principle People love to share their experience and their expertise. © 2024 Clay & Associates Inc./NetSpeed Learning 25 Practice Ask for their insights and advice before making decisions.

26. Five Strategies © 2024 Clay & Associates Inc./NetSpeed Learning 26 Provide Operational Structure 1 2 3 4 5 Emphasize Clear Communication Use Technology Well Motivate High Performance Humanize the Work Environment

27. Plan for Action What action will you take as a result of participating in today’s session? © 2024 Clay & Associates Inc./NetSpeed Learning 27

28. © 2024 Clay & Associates Inc./NetSpeed Learning 28 Thank you! Cynthia Clay NetSpeed Learning 206-517-5271 [email protected]