Developing Real Skills for Virtual Teams
The White Paper references a recent report "The Challenges of Working in Virtual Teams", based on a survey of nearly 30,000 employees from multinational companies which found that:
- The top challenge for virtual team members was the inability to read nonverbal cues (94%).
- There is an absence of collegiality among virtual team members (85%).
- It is difficult to establish rapport and trust in virtual teams (81%).
- Most virtual team members (90%) said they don't have enough time during virtual meetings to build relationships.
- Managing conflict is more challenging on virtual teams than on conventional teams (73%).
- Decision making is more difficult on virtual teams than on conventional teams (69%).
- It is more challenging to express opinions on virtual teams than on conventional teams (64%) (Hastings, 2010).
See also my recent post Virtual Teams spreading but not tipping yet - new research.
About Ken ThompsonKen Thompson delivers keynote conference speeches, workshop facilitation and in-house consultancy in four key business areas:
- Creating High Performing Teams in enterprises including Virtual and Mobile Teams (based on the Bioteams Book)
- Establishing effective Collaborative Business Networks enabling companies to co-operate effectively in areas such as sales and product development (based on the book - The Networked Enterprise)
- How to use the latest social media technologies including blogging and online communities to promote enterprises, brand, organisation or event
- Development of graphical on-line interactive Business Dashboards and What-if Simulators for organisations to support Performance Improvement, Strategy Development and Executive Team Development.
Bioteams Books Reviews
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.