Presentation distance leadership
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Confederation of Danish Industry
DI – Dansk Industri 2014
Leading from afar
Confederation of Danish Industry
2014DI – Dansk Industri
Theoretical foundation
• “Identification with leader” by Stacey L. Connaughton & John A. Daly (Distanced Leadership from the perspective of the dispersedemployee)
• “Leading from Afar: Strategies for Effectively Leading Virtual Teams” by Stacey L. Connaughton & John A. Daly
• “Lederskab på distancen” by Anne Birgitte Lindholm
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Confederation of Danish Industry
2014DI – Dansk Industri
3
13 areas of main focus
Confederation of Danish Industry
2014DI – Dansk Industri
Objectives
After the training the participant is able to
• understand and act on the challenges with dispersed teams
• create a solid foundation for Distance Leadership (Distance
Charter)
• apply the principles in Distance Leadership
4
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Leading from afar – Distance leadership
• The distance employee
• Distance leadership – the foundation
• Distance leadership
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Leading from afar – Distance leadership
• The distance employee
• Distance leadership – the foundation
• Distance leadership
Confederation of Danish Industry
2014DI – Dansk Industri
Dispersed teams and Distance leadership
7
• Definition – Dispersed teams:
• “Teams that are separated by some degree of time and distance”*
• Definition – Distance leadership:
• “Leadership in those contexts”*
© People & Performance A/S Sources: Cascio & Shurygalio (2003)
Confederation of Danish Industry
2014DI – Dansk Industri
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What are the benefits in terms of collaboration and leadership when allocated in the same office/location?
Confederation of Danish Industry
2014DI – Dansk Industri
The advantages of physically proximate offices
• Traditional office settings provide
• more frequent and spontaneous communication
• immediate interaction for troubleshooting
• the possibility to develop and maintain relationships
• ….
9Source: Davenport & Pearlson (1998)
Confederation of Danish Industry
2014DI – Dansk Industri
1. to find the most appropriate way to lead2. to handle the “loss of control feeling”
3. to work across organizational boundaries and cultures4. to create transparency about role priorities
5. to develop and keep the team vision, spirit, approach, and feeling of joint purpose
6. to maintain relations and create an atmosphere of trust
7. to optimize the team’s performance and establish appropriateperformance management
8. to motivate
9. to develop a method for realizing an employee’s potential from a distance 10. to decide an appropriate level and methods for using communication
technology
The Distance Leader’s ChallengesDispersed teams, 10 years of research, 3,000 leaders
10Source: Center for Distance leadership, US.
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Leading from afar - Distance leadership
• The distance employee
• Distance leadership – the foundation
• Distance leadership
Confederation of Danish Industry
2014DI – Dansk Industri
What challenges doesthe distance employee experience?
Isolation
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Confederation of Danish Industry
2014DI – Dansk Industri
Challenges for the distance employee
• fewer opportunities for informal communication
• feeling isolated from the central organization
• geographic dispersion makes effective interactions harder and increase complexity
• hard to identify with the distant leader and organization
• ….
13Reworked from Cramton (2002)
Confederation of Danish Industry
2014DI – Dansk Industri
Challenges # 1Logistics and Technology
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1. Distance leads to the fact that issues are postponed until F2F is possible
2. The corporation is complicated by different time zones
3. Travel costs and time consumption influence the choices of how to leadand handle problems
Sources: Solomon, 1995 ,Townsend et al, 1998, Warketin et al, 1997; Daft & Lengel, 1986
1. Technophobia (fear) and Technophile (attraction) reinforces barriers
2. Web and phone communication is poor on cues compared to F2F communication
3. Multiple communication channels and “side communication” increasesthe complexity
4. Delays in asynchronic communication becomes an important dynamic
Confederation of Danish Industry
2014DI – Dansk Industri
Challenges # 2Social interaction & culture
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1. The traditional social mechanisms does not work
2. Communication dynamics, e.g. body language and intonation, changes
3. The nuances in members’ social and professional roles are lost or distorted
4. Integrating new collegues from a distance is hard
Sources: Solomon, 1995 ,Townsend et al, 1998, Warketin et al, 1997; Daft & Lengel, 1986
1. Multiple cultures lead to misunderstandings and distorted assumptions
2. The impact from national culture increase in comparison with the companyculture
3. Certain cultural differences are multiplied by distance
4. Building trust is hard from a distance, and the troubles are reinforced by cultural differences
Confederation of Danish Industry
2014DI – Dansk Industri
What matters to the individualemployee
16
Identification Motivation
Confederation of Danish Industry
2014DI – Dansk Industri
• The symbolic value of actions used matters even more
• Considering the signal value becomes important
• How and from whom should the distance employees hear the news?
• How can we involve distance employees in decision processes?
• Reduce “us” versus “them” mentality
• Visits to HQ, get to know colleagues
• Introduction to the national culture in HQ
• Introduction to company culture
• The distance employees are included – in the pictures hanging in HQ, in the flags
hanging on the wall
• Symbolic gifts has a place at a central spot
• Internal sources of information are spread – postal approaches, bulletin board, after-
work meetings, Friday morning coffee, on serious and "for fun" distribution lists, etc.
Identification matters
17. Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
Confederation of Danish Industry
2014DI – Dansk Industri
Motivation matters
Sources: Leading from Afar, S.L. Connaughton & J.A.Daly, Motivaiton, D. McClelland18
1. The distance employees were more satisfied with their jobs than the employees closer to their leaders
2. Availability was an important factor for the satisfaction with the leader in the distance group. In fact, the physical distance was not an important indicator.
Confederation of Danish Industry
2014DI – Dansk Industri
The Distance employee
19
Isolation
Identification Motivation
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Leading from afar - Distance leadership
• The distance employee
• Distance leadership – the foundation
• Distance leadership
Confederation of Danish Industry
2014DI – Dansk Industri
21
Successful distance collaboration = Discipline and Consistency
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management
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Charter
PlatformMedia choice principlesTechnology accessKnowledge ManagementOrganization
Dilemma reductionReporting lines Job descriptionEscalation staircase
KPIsRelevant KPIsAligned effort prioritiesReview process
ObjectivesDistributed Line of sight (result-effort)SMART
RolesTeam rolesCollaboration roles
Ground rulesAgreed rulesAligned behaviourAvoid “problem rules”
ProcessFrequencyTeam/1-2-1Templates (e.g. agenda)Publicly scheduled
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management –Objectives and KPIs
Skills
Results
Performance targets1
Efforttargets2
Skill-buildtargets3
Distance Skill-build
KPIs 6
Distance Effort KPIs 5
Distance Performan
ce KPIs 4
Behavior
Results
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Confederation of Danish Industry
2014DI – Dansk Industri
Distance leadershipAligned priorities at a distance
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Confederation of Danish Industry
2014DI – Dansk Industri
Exercise
• Same groups as previously (3 persons)
• Pick one of your distance employees and make a prioritized list for the tasks and efforts
• Time: 20 minutes
25
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management Organization principles
• Clear about
• Base organization
• Allocation in split reference
• Reduce dilemmas
• Clear governance, who can delegate what to the distance employee
• Mechanism to coordinate ”above” the distance employee
• Ensure access to professional interaction
• Consider access to needed facilities (local markets, special facilities/ location)
• Ensure job, function, or project role description aligned to the result, effort, and skill-build targets as well as KPIs 26
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management the distance escalation staircase...
Build clear criteria and a process for escalation to
• empower
• align expectations
• ensure sufficient local initiative
• overcome cultural differences
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1st floorDKK 4,000 + local impact
2nd floorWill probably trigger competitor reaction
3rd floorDemand from local government that
trigger workload in our stores
4th floor
5th floor
Decide
Decide and Inform xx
Get approval before initiating
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management Platform principles
• The access to the media in use affect the distance cooperation
• Some media are better than others to certain forms of communication
• There is a risk of unequal access to influence and participation in the cooperation due to differences in access to technology
• Deliberately choose media based on:
• Message (praise, conflict, problem solving, info, etc.)
• Participants’ access, skills in using and bandwith
• The need for two-way interaction (number of cues needed)
• The signal value
. Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly28
Confederation of Danish Industry
2014DI – Dansk Industri
Platform – Media richness
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F2F Phone Chat
Letter
Policies
Notes/minutes
Newsletterse-mail
Simpel web tools
Virtual world(live web meetings)
Rich media Less rich media
Access to media and support
S Kilde: Daft & Lengel
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management –Ground rules• Agree and Align to ground rules e.g.:
• We will identify meetings as “must” attend and “may” attend meetings. We
will all attend “must” meetings.
• Each meeting will have an agenda distributed before the meeting
• Meetings will end on time
• There will be no side conversations (by whatever media) during meetings
• F2F team meetings will, when possible, be rotated across regions
• Minutes will be distributed within three business days
• We will all respond to e-mails within one business day
• All e-mails will be less than one page (otherwise attach the file and direct
attention to specific issues).
• Avoid
• Establishing rules after a problem has arisen will reflect someone’s
misbehavior
3030 Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Management Meetings
31Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
Meeting Management:
• Regular meetings with agreed agendas
• Publication of meeting series and content
• Formulate standards for preparation and participation
• E-mails, Excel, presentations etc. available for reading prior to the meeting
• Give clear preparation tasks: “Prepare to present your position/impact in
your market segment”
• Product focus = use template and joint formats for the preparation to
ensure aligned expectations
Meeting leadership:
• Check In and Check-out
• Adherence to procedures agreed
• Active involvement
• Do recurring meetings also when no problems justify it (free-flow chatting)
Confederation of Danish Industry
2014DI – Dansk Industri
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Lead performanceCheck-in and Check-outClear review format and
processQuality and effort alignmentRAPID execution
CommunicationOver-communicateCommunicate in picturesCreate context and coherenceFeedback loops and
Reciprocity
CultureBuild cultural awarenessCommunication stylesSense of time and rhythm
Trust buildingSelf-disclosurePersonalizationOn-site/face2face enoughSocial/shared events
Leadership Lead leadersAccessibilityDiscipline and ConsistencyTwo-way Gatekeeper
Charter
Distance Leadership
© People & Performance A/S
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Leadership –Communication principles
• Over-communicate
• Multiple media, e.g. mail + phone
• Multiple channels, e.g. joint information + personal mail
• Communicate in pictures
• Screen dump with arrows
• Story-telling by using examples
• Create context
• Why before what
• Frame the communication
• Describe benefits and consequences of the effort asked
33© People & Performance A/S. Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
Confederation of Danish Industry
2014DI – Dansk Industri
Lead the Quality alignment
34
Quality
Time”It is the leaders task to align expectations to quality and effort put in”
Confederation of Danish Industry
2014DI – Dansk Industri
Distance LeadershipLead (multiple) leaders
• The distance employee will have local and distance leaders assigningtasks
• The challenge is to create consistent direction and align expectations
• The responsibility for aligning expectations to efforts and prioritiesbelong to the distance leader
• The distance leader is responsible for involving the local manager
• Informal leaders will emerge – enrol them
• Recruit the right employees for a distance position, being self-starters, independent, active in communication
35. Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Leadership -Two stages in building trust….
• Stage 1 – building trust F2F (with a new team, employee, or leader)
• Trust is critical in creating and sustaining effective distance relations
• Trustful relations promote open, candid, and ”to the point” information exchange
• Stage 2 – sustaining trust
• A leader can successfully manage the day-to-day issues of their teams from afar –
however the problem is…
• If a leader does not engage in F2F exchanges during the initial phase, it will create a
trust deficit
• The main challenge is to engage enough in F2F and maintain the interaction frequency
36Sources: Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
Confederation of Danish Industry
2014DI – Dansk Industri
Distance Leadership – Culture
• Cultural diversity is an important influence
• Sense of time and rhythm have great influence
• Awareness on differences in the team removes frustration
• Public and agreed approaches to address cultural diversity are important
37© People & Performance A/S. Sources : Identification with leader & Leading from Afar, S. L. Connaughton & J. A. Daly
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