Training Industry Magazine - March/April 2020 - 51

feelings with comments like, "Yes, I
struggle to work with them, too."
One way to address this phenomenon
is to develop cultural competence
among team members. As long as
culture remains a mystery, subgroups
will persist. Once team members
learn about the culture of their virtual
teammates and work closely with
them, they will begin to identify the
unique characteristics of each person.
3. THE LOCAL ENVIRONMENT GOES
VIRTUAL
When a team finishes a meeting, they
leave the meeting room and share
similar experiences. They encounter
the same environment, HR policies,
tax regimes and local holidays. When
virtual team members leave a video
call and look out the window, each
person sees something different. They
encounter different environments, HR
policies, tax regimes, local holidays
and cultural norms. Some team
leaders have the illusion that their
team is intact, and they can create a
team charter with agreed norms and
behaviors. They can do this, but they
must realize two important conditions.

cultural diversity is not only within the
team but also from outside the team.
For instance, I worked with an English
manager who wanted to replace a key
person on his team based on merit.
The local Indian managers, where the
team member was located, wanted to
replace based on qualification. He was
surprised and dismayed that his wellfunctioning virtual team was impacted
by local policies. Virtual team leaders
need the cultural competence,
curiosity and generative listening skills
to reconcile the differences for global
solutions.
DEVELOPING NEW COMPETENCIES
Today's organizations need agile
professionals who can connect and
engage with customers, suppliers,
colleagues and stakeholders regardless
of location. This means building on
what employees already know about
leadership and teamwork to include
cultural competence (the ability to
collaborate across cultures) and virtual
competence (the ability to collaborate
across time and space). Developing the
competencies to work on a global virtual
team is a combination of knowledge,
skills, mindset and behaviors.

First, they are asking some of their
team members to behave differently
than they would naturally. For instance,
a team norm is established, and it is
expected that everyone share their
opinions during meetings. Some team
members may be from cultures in
which they confer with supervisors or
other colleagues before contributing
an opinion. This difference may cause
tension, especially with locals who
expect to be consulted.

DEVELOPING THE
COMPETENCIES TO WORK
ON A GLOBAL VIRTUAL
TEAM IS A COMBINATION
OF KNOWLEDGE,
SKILLS, MINDSET AND
BEHAVIORS.

Second,
the
team
may
face
unpredictable issues that arise due
to cultural norms. As professors
Cramton and Hinds found in their
longitudinal research, the impact of

Leading and working virtually is here to
stay. Leaders and employees who build
the capacity to seamlessly work globally
and virtually will make the difference when
their work demands agility, innovation

and impact across geographical and
organizational boundaries.
Theresa Sigillito Hollema is a director
at Interact Global. She is a trainer and
team facilitator specializing in three
topics for global virtual teams - cultural
competence, team development and
leading virtually. Email Theresa.

FOUR ACTION PILLARS FOR
VIRTUAL TEAM LEADERS
Given the reality of global virtual teams,
virtual team leaders can focus their
attention on four areas:
Eliminate uncertainty. Virtual teams
often experience uncertainty. Team
members benefit from knowing
their role and responsibilities, their
colleagues in the other locations, the
cultural diversity of the team and how
the team will work together.
Create a team. Distance is an energy
that pushes team members apart. Team
leaders need to counter that energy to
bring team members together. Virtual
teams need a strong team identity
in which team members are proud,
committed and engaged.
Bring in the humanity. Technology
encourages a task-focused, deliverableoriented culture which ignores the
personalities of the team. Leaders must
make team members feel valued for their
uniqueness and supported in their work
and careers from their separate locations.
Complete the work. Doing the work
from a distance will require techniques
for using technology, resolving conflict,
organizing tasks for interdependence
and creating structure. Leaders must
facilitate high-quality teamwork.

T R A I N I N G I N DUSTR Y MAGAZ INE - MODERN LEADERS 2020 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

| 51


https://pubsonline.informs.org/doi/abs/10.1287/orsc.2013.0885 https://www.trainingindustry.com/magazine

Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020

Do Leaders Skills Need to Evolve
Table of Contents
Developing the Next Generation of Talent Through Rotation Programs
Leadership Development Strategies and Solutions for the Modern Workplace
Leaders are Learners … Especially When They're Teaching
Developing Leadership Goo
6 Developmental Conversations Bosses Should Have with their New Managers
Driving Sales Training Results Through Manager Coaching
The Significance of Executive Presence
What People Want in a Leader: How Do You Measure Up?
Ditigal Communication Skills: Is Your Message Getting Across?
Creating a Culture of Agility with Character Development
Building Leadership: Scaling Effective Development Alongside Hypergrowth
Fast-Tracking Psychological Safety: This Is Not a Drill!
Teaching Empathy: Driving Leaders to Success
Train Forward: Results From an Emerging Community of Practice
Three Reasons Why Virtual Teams Are Different
Leading in the Age of Technological Disruption
How to Choose a Training Supplier for Leadership Development
New Leader, New Skills
Ernst & Young's Investment in the Modern Leader
Company News
Training Industry Magazine - March/April 2020 - 1
Training Industry Magazine - March/April 2020 - 2
Training Industry Magazine - March/April 2020 - Do Leaders Skills Need to Evolve
Training Industry Magazine - March/April 2020 - 4
Training Industry Magazine - March/April 2020 - Table of Contents
Training Industry Magazine - March/April 2020 - 6
Training Industry Magazine - March/April 2020 - 7
Training Industry Magazine - March/April 2020 - 8
Training Industry Magazine - March/April 2020 - Developing the Next Generation of Talent Through Rotation Programs
Training Industry Magazine - March/April 2020 - 10
Training Industry Magazine - March/April 2020 - Leadership Development Strategies and Solutions for the Modern Workplace
Training Industry Magazine - March/April 2020 - 12
Training Industry Magazine - March/April 2020 - Leaders are Learners … Especially When They're Teaching
Training Industry Magazine - March/April 2020 - 14
Training Industry Magazine - March/April 2020 - Developing Leadership Goo
Training Industry Magazine - March/April 2020 - 6 Developmental Conversations Bosses Should Have with their New Managers
Training Industry Magazine - March/April 2020 - 17
Training Industry Magazine - March/April 2020 - 18
Training Industry Magazine - March/April 2020 - 19
Training Industry Magazine - March/April 2020 - 20
Training Industry Magazine - March/April 2020 - Driving Sales Training Results Through Manager Coaching
Training Industry Magazine - March/April 2020 - 22
Training Industry Magazine - March/April 2020 - 23
Training Industry Magazine - March/April 2020 - The Significance of Executive Presence
Training Industry Magazine - March/April 2020 - 25
Training Industry Magazine - March/April 2020 - What People Want in a Leader: How Do You Measure Up?
Training Industry Magazine - March/April 2020 - 27
Training Industry Magazine - March/April 2020 - 28
Training Industry Magazine - March/April 2020 - CT1
Training Industry Magazine - March/April 2020 - CT2
Training Industry Magazine - March/April 2020 - 29
Training Industry Magazine - March/April 2020 - Ditigal Communication Skills: Is Your Message Getting Across?
Training Industry Magazine - March/April 2020 - 31
Training Industry Magazine - March/April 2020 - 32
Training Industry Magazine - March/April 2020 - 33
Training Industry Magazine - March/April 2020 - Creating a Culture of Agility with Character Development
Training Industry Magazine - March/April 2020 - 35
Training Industry Magazine - March/April 2020 - 36
Training Industry Magazine - March/April 2020 - 37
Training Industry Magazine - March/April 2020 - Building Leadership: Scaling Effective Development Alongside Hypergrowth
Training Industry Magazine - March/April 2020 - 39
Training Industry Magazine - March/April 2020 - Fast-Tracking Psychological Safety: This Is Not a Drill!
Training Industry Magazine - March/April 2020 - 41
Training Industry Magazine - March/April 2020 - 42
Training Industry Magazine - March/April 2020 - 43
Training Industry Magazine - March/April 2020 - Teaching Empathy: Driving Leaders to Success
Training Industry Magazine - March/April 2020 - 45
Training Industry Magazine - March/April 2020 - 46
Training Industry Magazine - March/April 2020 - 47
Training Industry Magazine - March/April 2020 - Train Forward: Results From an Emerging Community of Practice
Training Industry Magazine - March/April 2020 - 49
Training Industry Magazine - March/April 2020 - Three Reasons Why Virtual Teams Are Different
Training Industry Magazine - March/April 2020 - 51
Training Industry Magazine - March/April 2020 - 52
Training Industry Magazine - March/April 2020 - Leading in the Age of Technological Disruption
Training Industry Magazine - March/April 2020 - 54
Training Industry Magazine - March/April 2020 - How to Choose a Training Supplier for Leadership Development
Training Industry Magazine - March/April 2020 - 56
Training Industry Magazine - March/April 2020 - New Leader, New Skills
Training Industry Magazine - March/April 2020 - Ernst & Young's Investment in the Modern Leader
Training Industry Magazine - March/April 2020 - Company News
Training Industry Magazine - March/April 2020 - 60
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