Many ITSM teams are collectives of internal staff, partners and vendors dispersed across space, organisational boundaries and time. However, only a small proportion of our virtual ITSM teams are successful in achieving high levels of productivity and performance. A key challenge to performance is building real trust across the extended team. Drawing on a range of real case studies, this presentation provides a range of key tips for overcoming the challenges and creating high performing virtual, dispersed and remote teams. With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7

1. Korrine Jones
Virtual Reality – overcoming the
challenges of remote working to
create high performing virtual ITSM
teams

2. Virtual Reality
Overcoming the challenges of remote
working to create high performing virtual
ITSM teams
Presented by: Korrine Jones, OD Consulting
Brisbane, Australia

3. Presentation Overview
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Definitions and history
The grim reality
The business imperative
A snapshot - my research
The unique challenges
Critical success factors for high performing virtual ITSM teams

4. A Virtual Team
A group of
individuals who
work together
across time, space
and organisational
boundaries and
communicate via
technology.

5. (Source: RW3 LLC, 2012)

6. More Definitions
•Dispersed team = virtual team
•Distributed team = virtual team
•Remote workers = team members who are
not co-located with their team leader and/or
other team members

7. History
• Lipnack and Stamps have been writing about virtual teams for three decades.

10. The Grim Reality
• Up to 87% of the global workforce is now working remotely at
least part of the time
• 40% of virtual team members feel their teams are
underperforming
(Source: RW3, 2012)

11. Challenges for Virtual Team Members
(Source: RW3, 2010)

12. • Micro business to large multi-nationals
• Wide range of industries – IT, banking, direct sales,
retail, public sector, e-learning providers

13. The Business Imperative
• Reduced accommodation costs
• Reduced travel costs
• Increased productivity
• Cross organisational partnering
• Attracting and retaining talent
• Employee engagement
• Work-life balance

14. The Challenges – 8 years back
(Source: Horwitz, Bravington and Silvis, 2006)

15. The Challenges – still!
• Management and leadership applied in the traditional way
doesn’t work
• A lack of trust
• Communication breakdowns
• Isolation and ‘lost’ team members
• Absence of rich ‘water cooler’ conversations
• Time zones
• 24/7 connectivity
• Cross-cultural clashes

16. Management and Leadership
– Virtually Different

17. Lack of Trust

18. Communication Breakdowns

20. Absence of
‘water
cooler’
conversatio
ns

21. Time Zones & 24x7
Connectivity

23. Real Leadership (Virtually)

24. Develop your ITSM Team
Leaders to Lead Remotely
Training for
Virtual teaming
(Source: RW3 LLC, 2012)

25. Select the right people and
integrate them
•Right fit
•Self starters
•Tech savvy
•Autonomous
•Actively reach out
to collaborate
•Induction and
training

27. Face to face interaction at first…..if
possible
• Speed up trust
building and
collaboration
• Global IT – annual
conferences
• Statewide team –
every two months

29. Critical Success Factors for Managing
Remotely

30. Clear Roles and Processes
High
Clarity of processes high
Team Performance
Clarity of processes low
Low
Low (same floor)
(Source: Siebdrat, Hoegl and Ernst, 2009)
Dispersion
High (different continent)

31. Manage by Outcomes

32. Work to build one on one
relationships
• Very deliberately contact
each team member
frequently, particularly
those most remote
• Have purely social
conversations to replace
incidental communication
• If possible, spend face to
face time with new starters

33. Work deliberately
to build the team

34. Team Values and Ground Rules
LEADERSHIP
Model corporate vision and values, as well as these team values
RESPONSIBILITY AND INTEGRITY
Participate – say what you believe
Work to know who will do what by when
Do what you say you’re going to do
Take initiative
RESPECT
Actively listen and acknowledge other viewpoints
Recognise the value of others’ jobs – ask for help and realise that people have other priorities
Be sensitive to others’ values, cultures – reap the richness of diversity
Be friendly and thoughtful to all
TEAMWORK
Recognise others’ contributions and successes
Cooperate with fellow staff members and support their efforts
Acknowledge electronic communication with agreed timeframes
Support organisational decisions and strategic objectives
Don’t take ourselves too seriously – have fun!
CREATIVITY
Encourage thinking ‘outside the box’
Encourage discussion around points of disagreement or uncertainty
Challenge the status quo
Envision possibilities
Allow yourself to experiment, fail and try again
Respectfully hold people responsible for these team values

36. Cross-team Collaboration

37. Meet often - virtually

38. Rituals, symbols, avatars,
celebrations

39. Swift Trust

40. Replicate water cooler
conversations

41. Needs and Expectations
Trust
Expectations
•Get paid
•Regular meetings
•Holidays
•Fun workplace
Needs
•Financial
security
•Respect
•Belonging
Trust is fragile – we need to be explicit in our needs,
expectations and promises (entente.com.au)

42. Ensure Effective
Communication
• Agree on how to communicate
• Communication protocols
• Virtual meeting protocols

43. Choose and Use Tools Wisely
(Source: Thissen et al, 2007)

44. In Summary
• Virtual leadership
• Manage by outcomes
• Develop the team
• Engage team members
• Develop communication strategies and
protocols

45. Further Information
For whitepapers and more information
www.odconsulting.com.au
OD Consulting
odconsultingau

46. With thanks to our slides
sponsor, CA Technologies
Try Nimsoft for free at
ca.com/NSD-trial