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Deprecated: preg_replace(): The /e modifier is deprecated, use preg_replace_callback instead in /home/ricaris9/managing-virtual-teams.com/libraries/joomla/filter/input.php on line 652

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Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Empower teams to reach goals and fulfill their potential.

  • Materials
    • A PC with webcam or similar device with internet connection for online collaboration.
    • Sheets of paper (A4 or international equivalent)
  • Procedure

    This is a quick table-top exercise for individuals or teams.

    • Issue a single sheet of paper (A4 or international equivalent) to each group member (or one sheet per team if the exercise is to be played as a team game).
    • Using the sheet of paper only - no other materials - construct the tallest free-standing structure - in 5 minutes.

    Points to review:

      • Planning and timing - who planned and who ran out of time?
      • Pressure - what were the effects on people and performance from the pressure of time?
      • Innovation - what innovative ideas were devised?
      • Risk - what observations could be made about high-risk and low-risk methods/approaches?
      • Learning - would each team/individual be able to improve their result at a second attempt? (Almost certainly.) Discuss how and why, and the value of experience.
      • Best practice - if the whole group were to be given the task to build a single tower what ideas would be combined, and what does this tell us about the power of collective ideas?
      • Skills - what skills were found to be crucial for best performance of the task, and could you have guessed what these vital skills would be before the exercise, or did they only become apparent after actually attempting the task? And what does this tell us about the identification of skills (to be developed/taught) for a given task?
      • (If played as a team game) what were the opportunities and challenges in enabling the team to perform the task effectively? Consider and suggest a process which would enable an effective team approach to the task: What elements and principles from this are transferable to normal operations and team-working?
      • Process improvement - what single tool or additional material (no larger than the width of the paper sheet) would achieve the greatest improvement to the result?

    The exercise can be adapted to suit your situation, for example giving group members 15 minutes for the task and issuing an extra practice sheet of paper will increase the depth and complexity of the task and the review.

Published in Empowerment

Additional Info

  • Duration Less than 30 min
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Empower teams to reach goals and fulfill their potential.

  • Materials
    • A PC with webcam or similar device with internet connection for online collaboration.
    • Dice (1 Die for each team)
  • Procedure

    This is a quick simple activity for a meeting or training session. The activity illustrates some important lessons.

    Approach a salesperson (or person with similar responsibilities) with a handful of dice. Hold out the dice, handing just one to the person. Avoid encouraging them to take the other dice.

    Then ask them to throw six 'sixes' in thirty seconds to achieve success or win a small prize, while you (as the facilitator) continue holding the remaining dice in your open hand.

    Expect the thrower to build up to frenzied activity as you count down the seconds aloud.

    Some succeed, some don't. The lessons of the exercise are in the review.

    The learning points are:

    • The chances of hitting sixes increase with the number of throws - a big part of selling is a numbers game, in which percentages and ratios are significant. So why not throw quickly from the start to increase your chances? Why wait for the deadline to increase energy levels?
    • The thrower could have asked for more dice. (As the facilitator explain in the review that you would have given them more if asked.) Obviously the more dice being thrown, the more sixes are likely to appear. We can expand our range or opportunities by simply thinking how to maximise our effectiveness at the outset of a task. We can ask ourselves (and others) when we approach a new project - What other ways and potential exist? For example, working together in a business to look for cross sales for other departments. And looking for additional distribution methods and market sectors, which can also dramatically increase potential.
    • Also, (prior to the exercise) the facilitator can doctor some of the dice to have an extra six. The facilitator keeps the doctored dice among those retained in the hand. Use correction fluid to make extra dots - fours and twos easily convert to sixes. These doctored dice represent the availability and neglect of methods which offer better returns than the initial assumption, or 'received wisdom'. This demonstrates the value of research, and perhaps testing, of methods and targets which produce a better rate of success.

    You will uncover more examples related to your own situation which will arise from this powerful yet simple little exercise.

    Chiefly the exercise is for sales people, but can be used for anyone with responsibility to plan how to use their time, and especially how best to direct their efforts in order to maximise results and rewards.

    Anyone with average skills can easily out-perform the most skilful operator if they target their effort more strongly and effectively.

    "Success does not only depend on what you do. Success depends mostly on where and how determinedly you do it."

    Note: Technically 'die' is the singular for dice, and dice is the plural, as in the famous expression 'The die is cast', which is an interesting item of trivia, not least because it is also connected to the expression 'crossing the Rubicon', if people are likely to be interested.

Published in Empowerment

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Empower teams to reach goals and fulfill their potential.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure

    This is a simple exercise for goal-setting and making changes. The activity is based on the simple concept that even small aims actually comprise a series of elements which need to be identified, planned, and implemented in correct order.

    Notes:

    • Achieving aims, goals and changes is like building houses - they need to be understood and assembled bit by bit - like bricks in a wall.
    • You might start with a vision or dream or objective, but this cannot be achieved in one single move.
    • A house is not built from the top down or all at once. It starts with a plan - or maybe a vision if the type of house has never been built before - and is then constructed from the foundations upwards, section by section, brick by brick.
    • Like building a house, any aim or change or objective must be analysed and planned, and then built in a sensible order:

    Ponder on the following questions:

    • What will it look like? - describe the vision or end-aim so we will recognise it and be sure it has been achieved correctly
    • What are the components?
    • What needs to be put in place? - physical resources and materials, maybe people too, and intangibles like agreements, permissions, understanding, etc.
    • What is the process for assembling it all? - the steps, sequence, timings, etc.

    Procedure:

    • Using this concept, ask the group, split into whatever teams or individuals that makes sense for your situation, to visualise and then map out - in very simple terms - one of their own main aims for the coming year/period, quarter/lifetime, whatever.
    • Keep it simple. Resist getting into a lot of detail. Merely seek to explain/reinforce the need for basic structure and sequence and the relationship between cause and effect. 

    The purpose of this exercise is not to produce a heavily detailed project management plan - that can happen afterwards if required - the aim of this activity is to explain the importance of cause and effect, and components and process, in achieving aims.

Published in Empowerment

Additional Info

  • Duration 1h - 3h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Activate the connection between team members.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure

    Overview

    Home-based staff and remote teams miss out on the valuable social contact normally available to office-based teams. Personal interaction between staff (typically chatting and engaging in the canteen, elevator, lounge areas, etc) is crucial for developing relationships and mutual awareness among teams, so if teams do not meet frequently then the leader must devise ways to enable this personal interaction to happen.

    The internet increasingly enables people to connect through 'groups' and 'social networking' websites, but for many remote or home-based work teams a simple telephone-based alternative can provide an easier more natural process, moreover using the telephone - even for chatting - helps improve telephone skills, especially listening.

    A simple way to achieve this double benefit of team development and skills improvement among remote teams is to encourage telephone or online chatting (within reason of course) between team members.

    Here are some ideas for doing this:

    • Introduce a compulsory 15 minutes telephone or online chat-time which each team member must have with every other team member every week. Give no subject or aim other than having a good chat and getting to know the other person.
    • Introduce a rota or matrix for inter-team chat telephone appointments - timings to suit workloads - again with no aims other than to have a chat and learn something about each other.
    • Introduce a virtual team tea-break or virtual visit to the pub - everyone is in fact by their phone in their own homes or offices (with a cup of tea or a tumbler of what does you good) connected a suitable via telephone conference call - and the tone and spirit of the discussion must be as if the team were gathered around a table in the canteen or at the local pub. There are no aims or intended outcomes aside from having a good chat and getting to know each other better.
    • When people are connecting more regularly and the telephone chats are up and running, maybe try introducing a few discussion subjects - not necessarily about work - anything to get people talking and understanding each other better. Maybe ask the team to suggest topics too, and then see where the team wants to take things.

    Encouraging and enabling chatting between team members improves telephone communications skills since it involves using the telephone to develop understanding, mutual awareness, empathy and relationships between people. Skills development becomes sharper still if activities are adapted for 'conference' calls connecting several people. Communications skills are placed under greater pressure when the voice is the only medium, which obviously tends to develop people's listening abilities.

Published in Synergy

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Empower teams to reach goals and fulfill their potential.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure

    A quick simple powerful activity for groups and teams of any size. The exercise can also be used for yourself, and when working with individuals in counselling, coaching and performance reviews and appraisals.

    • Ask the group to close their eyes, take a few slow deep breaths, and visualise: You are very close to the end your life - perhaps 'on your deathbed'. You have a few minutes of consciousness remaining, to peacefully look back over what you achieved, and what difference you made in the world. And especially how you will be remembered.

    • Ask the following questions:

      • So how do you want to be remembered?
      • What did you do that mattered?
      • What spice did you add to people's lives?
      • What was the spice in your life?
      • What will you have done that will give you a truly good feeling at the end of your life?
      • And so, how can you best fulfil your own unique potential?

    Points for discussion:
    We rarely think about our lives this way: that we are only here for a short time, and that what really matters is beyond money, possessions, holidays, cars, and the bloody lottery. Thinking deeply about our own real life purpose and fulfilment helps us to align what we do in our work with what we want to do with the rest of our life.

    This in turn creates a platform for raising expectations and possibilities about direction and development - pursuing personal potential rather than simply 'working' - and finding ways to do so within our work and our life outside it.

    This type of visualisation exercise is also important in helping people to take more control of their lives and decisions - becoming more self-reliant and more pro-active towards pursuing personal dreams and potential, instead of habitually reacting to work demands and assumptions.

Published in Empowerment

Additional Info

  • Duration Less than 30 min
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Activate the connection between team members.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure

    This exercise is for any group size, although if presentation is required split large groups into smaller teams which can self-facilitate to enable full participation and discussion. If splitting into teams you can reconvene as a whole group for review of the experiences after the team activities.

    • Ask people as individuals to clear their minds, close their eyes, and to think of one word - just one word - which they feel best describes or encapsulates living a good life. A one-word maxim for life.
    • The facilitator might be required to explain what is meant by 'living a good life'. Use your imagination so as to relate the concept to the situation and the participants. Think about: force for good, civilised society, leaving the world a better place, etc.

    Note: Words mean different things to different people, and many people will find it quite difficult to pick just one word, but this is the point: One word concentrates the mind in a way that five or six words, or a longer sentence tends not to. For participants who find it impossible to decide on one word, encourage them to use as few words as possible - but still aiming to focus on the essence, or a central concept, rather than a catch-all or list. It's easy for people to think of a list - one word is a lot more thought-provoking.

    • Ask people to write down their chosen one word (or words if necessary), plus some brief explanation as to what they mean.
    • Ask people to tell or present their answers to the group or team.

    It is interesting to hear people's ideas. They will be quite different to how people actually normally behave in organisations - to each other, to customers, to suppliers, etc. And quite different to how people behave in societies in local, national, religious and global communities. Why is this? Where does individual responsibility begin and end? Are we part of the problem - or part of the solution? Do we want to be part of the solution? What actually stops each of us trying to live and behave more often as we know to be right? Are the pressures and habits and expectations that distract us from more often following a right path really immovable and so strong that we cannot rise above them? What personal resolutions and changes might we want to make?

Published in Synergy

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Activate the connection between team members.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure
    • Ask any group (to consider individually): What did you learn yesterday?
    • Review answers through discussion, brief statements, or presentations.
    • Optionally you can first establish what sort of learning qualifies to be mentioned, or leave that aspect open because it's obviously an interesting debate in itself which tends naturally to arise from the discussions prompted by the question.

    Review angles:

      • If you can't think of anything you learned yesterday, how far back do you need to go to find something?
      • Was it learning for work, or life, or both - and what's the difference anyway?
      • How did you learn it?
      • How could you measure/quantify/apply it?
      • How might you transfer it/teach it to someone else?
      • What will change now you've learned it?
      • What further learning does it prompt or enable?
      • What value would you put on it?
      • What would you have paid to have learned it some while ago?
      • What could you do to maximise the learning that naturally comes to you every day, for free?
      • You will think of lots more angles, and plenty more suggestions will arise in discussions.

    Variations:

    • What is the most useful thing you learned in the last week/month/year/previous life?
    • What did you learn at the watercooler/pub after work/party at the weekend/on holiday?
    • What did you learn on your social networking website when you should have been 'working'?
    • What's the most valuable learning you've obtained in the past month/year and how did you get it?
    • What's the most you've learned for the least cost/effort and the least you've learned from the most cost/effort?
    • List an example of your own recent learning for each of the categories: skill, attitude, knowledge, experience. (See Bloom's Taxonomy of Learning Domains for useful reference relating to this aspect, and the exercise as a whole.)
    • Larger groups can be split into smaller work teams to explore what teams have learned and the extent to which learning is shared and assimilated and applied.

    (This exercise was inspired by a brief story in Leo Buscaglia's wonderful 1972 book 'Love', in which Buscaglia recalls his father asking his children at the end of each day, "What did you learn today?". This expectation encouraged them to seek facts and knowledge - about anything - and the habit was very significant in forming Buscaglia's positive approach to life and lifelong learning. See more about Leo Buscaglia's ideas. I'm grateful to Kiran for reminding me of the source of this, and that Buscaglia's book 'Living, Loving and Learning' contains the same story.)

Published in Synergy

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Improve the Team Leader's abilities.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure
    • This is a flexible and fascinating scenario-based activity for groups up to 12 people and all ages.
    • Split larger groups into teams and adapt presentations and reviews accordingly.
    • Ask the delegates to discuss in a group and answer the following question:

    Scenario: Imagine the world suffered a catastrophic event like a meteor strike, plague or nuclear war, which destroyed most human life and all of the developments of the past century. A mixed group (age, gender, ethnicity, religion) of a few hundred lucky people has survived (it's helpful to agree where - anywhere - because location will influence some aspects of the approach to the question).

    Question: If this group is to thrive and develop, what initial leadership structure would you suggest, stating 6-12 key roles? (Optionally and ideally ask delegates to justify their suggestions.)

    • Agree timings and presentation/review in whatever ways are useful to the delegates. The number of roles can be the same as the number of delegates, especially if you choose to extend the activity.
    • The exercise can be extended by adding any of the following supplementary questions, which can (optionally) be approached as if the delegates are the survivors leadership team, allocated the key roles identified.

    Optional supplementary questions:

    • What basic laws would you introduce for the group of survivors?
    • As the leadership team, what would be your ten immediate main aims?
    • What 3-5 main difficulties would you expect in leading the group and how would you try to handle these challenges?
    • What lessons from the modern world would you find most valuable in rebuilding the new world?
    • What would be your five main medium-long term aims?
    • You - and/or the delegates - will be able to devise further questions relevant to your own training/learning situation.
Published in Team Leading

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Entertain your team and have a good time with each other.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure

    This is a simple exercise to lift people out of habitual thought patterns, and to encourage deep evaluation of personal aims, values, purpose and meaning.

    • For groups of any size. Encourage post-activity feedback, review, sharing and discussion (or not), as appropriate, depending group/teams size, facilitators and time available. Encourage and enable follow-up actions as appropriate, dependent also on the situation and people's needs.

    • Ask team members: "Imagine you are dead - you've lived a long and happy life - what would your obituary say?"

    • Alternatively/additionally ask the question: "How will you want people - your family and other good folk particularly - to remember you when you've gone?"

    Modern day-to-day life and work for many people becomes a chaotic fog, in which personal destiny is commonly left in the hands of employers and other external factors. It is all too easy to forget that we are only on this earth once. We do not have our time again. So it is worth thinking about making the most of ourselves and what we can do, while we have the chance.

    Focusing on how we would want to be remembered (who and what we want to be, and what difference we have made) helps develop a fundamental aim or idea from which people can then 'work back' and begin to think about how they will get there and what needs to change in order for them to do so.

    Follow-up exercises can therefore focus on 'in-filling' the changes and decisions steps necessary to achieve one's ultimate personal aims.

    Most things are possible if we know where we want to be and then plan and do the things necessary to get there.

    • You can also use various quotes related to life purpose and values, for example:

      • "He who dies with the most toys is nonetheless dead" (Anon)
      • "The great use of life is to spend it for something that will outlast it." (William James, 1842-1910, US psychologist and philosopher)
Published in Just for fun

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual
  • Objectives

    Activate the connection between team members.

  • Materials

    A PC with webcam or similar device with internet connection for online collaboration.

  • Procedure

    Online collaborative tools give virtual work teams a whole new set of resources for working together and building relationships among members. This activity uses an online location- or map-based service to create an interactive, customized (and private) map that's all about your team and its members. Shared maps are a great way for team members to visualize where everyone lives and works, and provide opportunities for participants to learn more about their virtual teammates.

    • Assign a unique colored marker or pushpin to each team member.
    • Team members can place their pushpins anywhere on the map to identify landmarks that are related to them.
    • Team members can include as much or as little detail as they would like.
    • Once completed, people can click on the pushpins of their teammates to learn more about them, including fun facts, professionally relevant facts, information that's location-specific, and personal insights.

    Landmarks should be as specific as possible and include work- or project-related places. Using the maximum zoom will ensure your pushpin locations are exact. Ideas for landmarks include:

      • The place you currently work
      • The location of your corporate headquarters
      • The location(s) of key vendors, customers, or clients

    Ideally, this game should focus on more personal aspects of team members' lives. In order for teammates to really get to know each other, make sure to include some nonwork categories for team members to mark on your shared map. Here are a few suggestions:

    • Your hometown/where you grew up
    • The college you attended
    • A place you would like to live
    • A place that intrigues you
    • Sites of the three most significant experiences in your life
    • A place you have visited several times
    • The farthest place to which you have ever traveled
    • The location of your favorite restaurant
    • Where your child was born
    • A favorite vacation spot
    • All the places you have worked
    • The location of your first job

     

    Discussion Questions

    1. How does sharing more personal information build a stronger virtual team?
    2. Is self-disclosure necessary for a virtual work team? If so, what is the appropriate level of self-disclosure?
    3. What are some other things we would like to learn about the members of our team?
    4. How does geography play a role in a person's work style?
Published in Synergy
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"Managing Virtual Teams (MVT) provided workable solutions that could be implemented right away for long term success. I went into the course hoping to grab a few tips and tricks but instead experienced a hands-on workshop that was tailored to my organization's needs." Megan West, Digital Communications Manager. Private Academic Library Network of Indiana (PALNI)

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