The 8 Habits of Highly Effective Virtual Leaders

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The 8 Habits of Highly Effective Virtual Leaders

Agenda

● :05 Introductions● :40 The 8 Habits of Highly Effective

Virtual Leaderso Processo Technologyo People

● :15 Q&A

Introductions!

Adam Mason - PanelistAdam is currently the Director of Product Marketing & Innovation at Acorio. For over 13 years, Adam has been connecting people, process, and technology to produce value, business outcomes, and create positive customer experiences setting him apart from the industry’s typical IT practitioner.

At ServiceNow’s Knowledge 2013 Adam won the Hackathon, with KickITNOW. KickIT allows anyone in an organization to propose new ideas and projects for funding and resources using internal crowdsourcing.

Introductions!

Morgan Hunter - PanelistA career IT risk and transformation leader, Morgan most recently completed the acquisition of her startup Intreis by ServiceNow. She now works as Sr. Product Marketing Manager for ServiceNow.

Morgan enjoys motorsport and considers the race track the ultimate proving ground for the discipline of risk management. A published business writer and active blogger, she holds a dual degree from the University of Missouri at Kansas City, and professional certifications in Business Strategy and Organizational Behavior.

Introductions!

Mandy Ross - ModeratorMandy recently moved into the role of Director of Marketing for Sococo, after serving as Director of Program Management since 2012. Her past employers include Handspring, Palm, Apple, Sony and Boeing. A telecommuter since 2005, she lives for helping distributed teams establish remote work best practices by connecting people to create thought leadership in the virtual world.

Let’s Get Started!

The 8 Habits of Highly Effective Virtual Leaders

Process

Habit #1: Communicate consistently about your time commitments.Time commitments are more meaningful on distributed teams, so honoring these commitments resonate deeply with teams. Be clear about your status and circumstances, and communicate when schedules must change.

Process

Habit #2: Make a point to connect visually, regularly.In the virtual realm, connecting with people happens less naturally. Use voice and video regularly for meetings and other interactions. Drop in without appointment to reinforce employees’ value.

Process

Habit #3: Constantly reinforce organizational transparency.Distributed teams require a culture that foster amplified and well-organized communication. Leaders set the tone and lead by example.

Technology

Habit #4: Stay on top of tool effectiveness.Regularly check with your team to ensure your toolset is working smoothly and integrates well. Don’t stick with a broken configuration just because it’s always been that way. Monitor developments in new tools capabilities.

Technology

Habit #5: Establish and reinforce tools etiquette.Work with your team to ensure they understand how, when and why tools are organized within the workflow. Ensure the benefits of cooperation and consistency in use are emphasized, and the consequences of inconsistent use is clear.

People

Habit #6: Deal with performance issues swiftly and productively.It’s very easy to choose to ignore poor performance on a distributed team. Get in front of these issues with productive conversations about clear expectations early on when problems surface.

People

Habit #7: Reinforce your culture and values personally and regularly.Take the time to write them down, discuss them, and ensure everyone is on the same page. Provide opportunities for employees to demonstrate these values and provide public praise.

People

Habit #8: Promote location-awareness.Teams need to be aware of each other’s locations and time zones. Be conscious of who is co-located, and who works alone. When you have office-based and remote workers, make sure the remote workers are represented in office-based discussions.

Q & A

Q & A

Key takeaways

● Leading by example and reinforcing values are the best ways to build the culture you want.

● Tools are the backbone of a successful team; make sure they work for you and you’re not working for them.

● Connecting with people takes more energy and focus, and will result in relationships just as strong as in a physical office culture.

Resources

https://remote.co/

http://www.workflexibility.org/

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