Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience. Learning outcomes: This seminar is designed to support leadership effectiveness in managing remote and virtual teams At the end of this session, participants will be able to: a) Examine how current leaders manage remote and global teams b) Explore best practices c) Explore the limitations and role of technology in leading remote teams d) Examine cultural and other factors that impact virtual effectiveness

1. GLOBAL AND
VIRTUAL
LEADERS
Increasing Performance and
Relationships for Virtual and Remote
Teams

2. Moderator Bio
Diana G. Wu
Northrop Grumman Corp.
• Payload Test Engineer
– Development, testing,
integration and delivery of
quality command products
and payload systems
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•
•
•
Azusa, CA – SBIRS
Baltimore, MD – F22/F35
Cornell University
John Hopkins University

3. Lead Panelist
Lonney F. Gregory
Northrop Grumman Corp.
• Director of Learning
Technology and Operations
(LTO)
– Design, Development and
Delivery of specialized
eLearning training programs
• United States Navy
– Fleet Training Center in
Norfolk, VA
• Strayer University
• George Mason University

4. Panelist #2
Adrienne D. Williams
Northrop Grumman Corp.
• Functional Systems
Engineering Manager
– Supports 20 development
and 4 international
programs
• United States Air Force
– Operation Iraqi Freedom
and Operation Enduring
Freedom-Afghanistan
• Embry-Riddle
Aeronautical University

5. Panelist #3
Marc Tate
Booz Allen Hamilton
• Technology Lead within the
Healthcare Group
– Focused on technology
strategy, program
management, enterprise
solutions, and full lifecycle
systems development
• Principal – Herndon VA office
• Johns Hopkins University
• University of Mary Washington

6. Learning Outcomes
This seminar is designed to support leadership
effectiveness in managing remote and virtual teams.
At the end of this session, participants
will be able to:
•Examine how current leaders manage
remote and global teams
•Explore best practices
•Explore the limitations and role of
technology in leading remote teams
•Examine cultural and other factors that
impact virtual effectiveness

7. Don’t get it twisted. This is about leadership
not technology
• Care about the contributions of each participant
• Encourage transparency and dissent; and demand
collaboration to reach consensus
• Ensure your objectives are solid and reiterate often,
keep the team focused on what is to be accomplished
• Praise in public giving credit where credit is due;
critique in private, directly, but never in anger and
always with suggestions for improvement
• Take the blame when things go wrong and credit the
team when things go well
• Take some time to know your team members and
acknowledge them “off line”

8. Virtual vs. Live: How can you leverage the
pros/cons of live meetings to improve virtual ones
Live/ Face-to-face Meeting
Advantageous
Virtual Meeting
Disadvantageous
Advantageous
Timing
Time loss
commuting
Time saved
Cost
Could be costly
Disadvantageous
Could save costs
Rapport
Difficult to build
rapport
Focus
More intently
focused
Multi-tasking during
meeting
Engagement
•
Builds rapport
More
engagement
Higher likelihood of
interruptions
Lesser likelihood
of interruptions
Less engagement
Virtual Meeting Considerations
–
–
–
Timing: Take advantage of the time saved commuting by taking a moment to get to know team
Rapport: Build rapport by providing pictures via webinar, taking short time before or after to get
to know folks or share something about yourself
Focus & Engagement: Ask questions, call on folks, conduct a round robin for input to ensure
engagement

9. Meeting Types and Approaches
Meeting Type
Audience
Number
of People
Purpose
Degree of
interactivity
Recommended
Type
Information
sessions
All Levels
25+
Inform
knowledge
Low
Virtual
Decision
Meetings
Leadership
3-8
Make
decisions or
arrive at
agreement
High
Live
Training
All Levels
15+
Educate
Medium
Live
Team
Meetings
Internal
staff
3-12
Discuss
administrative
activities
High
Both
Project/
Client
Meetings
Internal/
External
Staff
3-13
Discuss
project work
High
Both
One on one
All levels
2
Mentor
High
Both

10. Tools, Tips and Techniques
Meeting Type
Audience
Number
of People
Information
sessions
All Levels
25+
Decision
Meetings
Leadership
3-8
Training
All Levels
15+
Team
Meetings
Internal
staff
3-12
Project/
Client
Meetings
Internal/
External
Staff
3-13
One on one
All Levels
2
Tools and Tips
Tools
• Online web/ screen sharing include Adobe
Acrobat Connect, Go To Meeting, Microsoft
Office Live Meeting and Web Ex Use
• Utilize polling tool for comprehension
• Use Chat for soliciting additional
commentary
Tips
• Don’t forget agendas – institutes time limits
• State your name or address others by name
• Diversify tone, pitch, and volume to capture
and maintain attention of remote audiences
• Provide visual aids – give folks something to
look at
• Pause regularly for group input

11. The “X” Factor – Cultural and other
differences affecting virtual teams
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Remain coachable/teachable
Do your research, especially for international/culturally different teams
Realize actual similarities and remain vigilant of false perceptions
Maintain simple, specific, detailed and effective communication
Mitigate differing perceptions of collaborative efforts
Ensure each team (member) is aware of their objective and deliverable dates
Remain flexible
Work schedules and work load
Time differences
Willingness to travel
Maintain consistency
Meeting times and dates
Delivery, tone and body language
Deliverables

12. Follow-up and Follow Through
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•
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Establish action items
Publish minutes and actions
Follow-up meeting difficulties with phone calls
Bring after meeting discussions to the next
meeting