VTS Chapter 03. Virtual Team Managements.

After completing all the tasks for VTS Chapter 3,
students should be able to explain the best practices
for launching successful virtual teams:
u How to assess your virtual team launch IQ.
u What you need to set virtual teams up for success.
u How to tell if your organization is prepared to
support virtual team work.

1. VTS Chapter Three:
VIRTUAL TEAM LAUNCH KIT

2. Objectives
After completing all the tasks for VTS Chapter 3,
students should be able to explain the best practices
for launching successful virtual teams:
uHow to assess your virtual team launch IQ.
uWhat you need to set virtual teams up for success.
uHow to tell if your organization is prepared to
support virtual team work.

3. Test Your Virtual Team Launch IQ:
PharmaCorpCase Study
uRead the PharmaCorpCase Study; think
about how you would handle it.
uTake notes detailing what you would do.
uUse scoring guidelines: evaluate how you did.
uRevisit the case study after reading the
chapter; what would you do differently?
(DeRosa & Lepsinger, 2010)

4. Setting Up Virtual Teams for Success:
Before the Launch
Consider 4 key questions:
1.How many people should be on the team?
2.Do the team leader/members have the right
combo of technical and virtual skills?
3.Will the team have access to the tech they
need for effective communication?
4.How will the team/members be recognized and
rewarded?
(DeRosa & Lepsinger, 2010)

5. 1. Keep Team a Manageable Size
uSmaller, more cohesive teams are more likely
to be high-performing; aim for 5-8 people
uConsider who needs to be included; make
sure each member has a clear role
uBreak larger teams into sub-teams focused
on a core deliverable or providing advice
uLimit participation on multiple virtual teams
(DeRosa & Lepsinger, 2010)

6. 2. Choose Leaders & Members
Carefully
uLook for someone who can balance task
execution practices with interpersonal,
communication, cultural factors
uVirtual team leadership requires different skills
than traditional leadership
uSelect a leader with the appropriate skills,
assess effectiveness, provide targeted
feedback to enhance performance
(DeRosa & Lepsinger, 2010)

7. 2. Choose Members with the Right
Mix of Virtual & Technical Skills
Desirable skills/traits in virtual team members:
uMotivation, self-directed
uTolerance for ambiguity
uStrong communicator, collaborative
uExtroverted: adept at connecting with others
uHighly organized, structured individuals
uMOST IMPORTANT SKILLS: strong communication &
interpersonal skills, initiative, and flexibility
(DeRosa & Lepsinger, 2010)

8. GOOD LEADERSGOOD TEAM MEMBERS
Delegates to & trusts othersDemonstrates high motivation
Monitors work effectivelyCommunicates effectively
Manages conflict effectivelyCollaborates effectively
Ok with unstructured environmentOk with unstructured environment
Communicates/manages skillfullyWorks autonomously
Inspires others to achieveIs self-disciplined
Recognizes and rewards othersIs skilled with technology
Provides feedback, supportUses time, resources efficiently
Consults others on decisionsResolves work issues quickly
Holds others accountableTakes responsibility for actions
(DeRosa & Lepsinger, 2010)
Selecting Virtual Team Members

9. 3. Select the Right Communication
Tech
uEffective communication is key to virtual team success.
uTeams use communication tech to:
uShare information
uRaise questions
uAsk for help
uObtain answers to question
uBrainstorm ideas
uCompensate for the lack of face-to-face interaction
(DeRosa & Lepsinger, 2010)

10. 3. Select the Right Communication
Tech
Suggestions:
uUse a mix of communication methods
uSynchronous (instant) & non-synchronous
uSocial networking, videoconferencing for
interpersonal connection
uInstant messaging for quick issues
uChoose tech early, receive training
(DeRosa & Lepsinger, 2010)

11. 4. Performance Recognition & Rewards
uConsistent recognition and reward enhances commitment,
motivation, engagement
uFind opportunities to spotlight team members, celebrate
team successes
ue-Certificates, e-newsletters are ways to recognize
achievement
uAlign reward systems with existing organizational
performance management systems
uUse reward/recognition to promote teamwork &
collaboration, not competition, between team members
(DeRosa & Lepsinger, 2010)

12. The Launch Stage:
A Great Kick-Off Meeting
uIdeally, meet first in-person; virtual teams with in-
person kick-off meetings perform better
uRecommendation: bring team members together
in person within the first 30 days of team launch
uEstablish the scope of the work/project
uGet to know team members, build trust
uAgree on team structure, processes, plan
(DeRosa & Lepsinger, 2010)

13. Goals for Kick-Off Meeting
uCreate a sense of purpose
uClarify the team’s goals
uClarify team members’ roles
uDevelop team norms
uDevelop communication plan
uHold team development activities
(DeRosa & Lepsinger, 2010)

14. After the Launch:
Monitor and Assess Team Performance
uHow effectively is team collaborating, making
decisions, and solving problems?
uMost important skill-development need:
continually monitor, assess, and improve
communication
uCollect feedback from stakeholders through
online surveys, periodic interviews
(DeRosa & Lepsinger, 2010)

15. Summary
Virtual teams are more likely to be successful
when set up with careful attention to:
1.The size of the team
2.Selecting members based on their technical
and virtual skills
3.Selecting effective communication tech
4.Planning for team recognition and rewards
(DeRosa & Lepsinger, 2010)

16. References
DeRosa, D. M., & Lepsinger, R. (2010). Virtual team
success: A practical guide for working and leading
from a distance. San Francisco, CA: Jossey-Bass.