VTS Chapter 04.pdf Virtual Team Management

After completing all the tasks for VTS Chapter 4,
students should be able to explain how to reduce
conflict, enhance accountability, and motivate
members in virtual teams:
u Five factors that differentiate top virtual teams.
u How to RAMP up virtual team performance by
focusing on Relationships, Accountability,
Motivation, and Processes and Purpose.When compared with low-performing virtual teams,
high-performing teams:
u Are more proactive, engaged
u Demonstrate more initiative
u Have leaders that inspire, monitor motivation
u Have members who proactively take on additional
responsibilities to help team leader
u Understand how their work aligns with the
organization’s strategy

1. VTS Chapter Four:
VIRTUAL TEAM LAUNCH KIT

2. Objectives
After completing all the tasks for VTS Chapter 4,
students should be able to explain how to reduce
conflict, enhance accountability, and motivate
members in virtual teams:
uFive factors that differentiate top virtual teams.
uHow to RAMP up virtual team performance by
focusing on Relationships, Accountability,
Motivation, and Processes and Purpose.

3. What Differentiates Top Virtual
Teams? 5 Factors
1.Commitment & engagement
2.Sharedprocessesfordecision-making
3.Informationflow
4.Task-Based Trust
5.Collaboration
(DeRosa & Lepsinger, 2010)

4. 1. Commitment & Engagement
When compared with low-performing virtual teams,
high-performing teams:
uAre more proactive, engaged
uDemonstrate more initiative
uHaveleadersthatinspire,monitormotivation
uHave members who proactively take on additional
responsibilities to help team leader
uUnderstand how their work aligns with the
organization’s strategy
(DeRosa & Lepsinger, 2010)

5. 2. Shared Processes for Decision-
Making
When compared with low-performing virtual
teams, high-performing teams:
uArebetteratestablishingdecision-making&
problem-solving processes
uEnsure that people get the rightinfo&are
involvedinimportantdecisions
uHave leaders who ensure communication
processes are established early & revisited
(DeRosa & Lepsinger, 2010)

6. 3. Information Flow: Getting the
Right Info to the Right People
When compared with low-performing virtual
teams, high-performing teams:
uOvercome communication challenges posed
by little face-to-face contact, time zone &
cultural differences
uBettercommunicate & share info, better
leveraging technologies to do so
(DeRosa & Lepsinger, 2010)

7. 4. Task-Based Trust: Belief in Team
Members to Do their Jobs
When compared with low-performing virtual
teams, high-performing teams:
uHave much higher levels of task-based trust
uAvoidpitfalls: lack ofcommunication,
efficient decision-makingprocesses,
transparency
uBuild relationships & learn about each other
early
(DeRosa & Lepsinger, 2010)

8. 5. Collaboration
When compared with low-performing virtual
teams, high-performing teams:
uHelp one another & work together to achieve
team goals
uSupporteachotheringoalachievement
uClearly understand one another’s roles,
responsibilities, team objectives
(DeRosa & Lepsinger, 2010)

9. RAMPModel:
RAMP Up Virtual Team Performance
Four key components:
1.Relationships
2.Accountability
3.Motivation
4.Process&purpose
(DeRosa & Lepsinger, 2010)

10. 1. Relationships
Three facets of effective virtual relationships:
uCommunication: establish a protocol to
outline how members share ideas, info
uTrust: communicating openly, honestly,
positively, being accessible & responsive
uEffective conflict resolution: managing
differences, misunderstandings; reaching
agreement(DeRosa & Lepsinger, 2010)

11. Tips to Enhance Virtual Team
Relationships
uFocus on processes: both task & interpersonal/social
uCreate asharedweb-based, informal space
uMembers = raise issues, give feedback comfortably
uConflicts are not inherently good/bad
uExperiment withtech, waystostayincontact
uLeaders= easy to reach, set available times for calls
uSpend time learning about team members
uDon’trespond when emotional, tired, upset
uUnderstand cultural differences between members
(DeRosa & Lepsinger, 2010)

12. 7Stepsto Manage Conflict
1.Describe what’s happening & importance to you
2.Understand what’s important toother&why
3.Identify common ground, interdependence
4.Seek alternatives addressing both people’s needs
5.Use listening skills (paraphrase, questions, response) to
evaluate alternatives, resolve concerns, improve ideas
6.Temporarily remove constraints if alternative isn’t
immediately available
7.End discussion by summarizing key points, next steps
(DeRosa & Lepsinger, 2010)

13. 2. Accountability
Factors for denying responsibility:
uPreserving self-image: not wanting to look bad
u“Social loafing”: individual effort decreases as
team size increases
uLocus of control: do you control your direction or
do things happen to you?
(DeRosa & Lepsinger, 2010)

14. 3. Motivation
3 key factors associated with team motivation:
uMembers helponeanotheraccomplish
shared objectives
uTeameffectivelyhandlesconflict;doesn’t
ignoreissuesintheteam
uMembersunderstandhow team’s work
contributes to organization’s success
(DeRosa & Lepsinger, 2010)

15. 11 Strategies to Motivate Team
Members
1.Brand your team: build pride
2.At start of team call, review team/member
successes
3.Gettoknowwhatmotivateseachmember
4.Conduct periodicmeetingsto
engage/motivate team members
5.Treat people as you expect to be treated
6.Recognize successes often, spotlight them
(DeRosa & Lepsinger, 2010)

16. 11 Strategies to Motivate Team
Members
7.Set challenging performance expectations
8.Provide interesting assignments
9.Remind team of how their work contributes
to the “big picture”
10.Identify & remove obstacles to task progress
11.Involve team members in decisions
(DeRosa & Lepsinger, 2010)

17. 4. Process & Purpose: Establishing
Clear Team Goals & Processes
uDevelop guidelines to structure team communication: turn-taking, fair times
uClarifywhoisaccountable for tasks, roles & responsibilities; revise as needed
uSeek team agreement on objectives, strategies
uEnsure access to resources
uAssess communication, seek improvement
uUse tech to share calendars, schedules
uAssess progress, identify performance barriers; see Table 4.2 (Quick Reference Guide)
(DeRosa & Lepsinger, 2010)

18. Summary
Virtual teams = more successful with attention to:
1.Achieving commitment&engagement
2.Effectively sharing decision-making processes
3.Getting rightinfo to right people @ right time
4.Collaborating to achieve team objectives
uUse RAMP Model to enhance performance in
Relationships, Accountability, Motivation, Process
& Purpose
(DeRosa & Lepsinger, 2010)

19. 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.