virtual team building and management sample

8/21/2019 Virtual Team Building and Management Sample

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Virtual Team Building and Management

Sampl

Corporate Training Materials

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T ABLE OF CONTENTS

Preface ..............................................................................................................................................3

What is Courseware? ................................................................................................................................ 3

How Do I Customize My Course? .............................................................................................................. 3

Materials Required ................................................................................................................................... 4

Maximizing Your Training Power .............................................................................................................. 5

Icebreakers ........................................................................................................................................6

Icebreaker: Friends Indeed........................................................................................................................ 7

Training Manual Sample ..................................................................................................................... 8

Sample Module: Building Trust ................................................................................................................. 9

Instructor Guide Sample ................................................................................................................... 17

Sample Module: Building Trust ............................................................................................................... 18

Activities ......................................................................................................................................... 27

Quick Reference Sheets .................................................................................................................... 30

Certificate of Completion ................................................................................................................. 32

HTML Material ................................................................................................................................. 34

PowerPoint Sample .......................................................................................................................... 43

Full Course Table of Contents ........................................................................................................... 50


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Preface

What is Courseware?

Welcome to Corporate Training Materials, a completely new training

experience!

Our courseware packages offer you top-quality training materials that

are customizable, user-friendly, educational, and fun. We provide yourmaterials, materials for the student, PowerPoint slides, and a take-

home reference sheet for the student. You simply need to prepare and

train!

Best of all, our courseware packages are created in Microsoft Office and can be opened using any

version of Word and PowerPoint. (Most other word processing and presentation programs support

these formats, too.) This means that you can customize the content, add your logo, change the color

scheme, and easily print and e-mail training materials.

How Do I Customize My Course?

Customizing your course is easy. To edit text, just click and type as you would with any document. This is

particularly convenient if you want to add customized statistics for your region, special examples for

your participants’ industry, or additional information. You can, of course, also use all of your word

processor’s other features, including text formatting and editing tools (such as cutting and pasting).

To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the

Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire

table” and press OK.

(You will also want to perform this step if you add modules or move them around.)

If you want to change the way text looks, you can format any piece of text any way you want. However,

to make it easy, we have used styles so that you can update all the text at once.

If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting.

In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will

then produce the Modify Style options window where you can set your preferred style options.


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For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would

do:

Now, we can change our formatting and it will apply to all the headings in the document.

For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by

Corporate Training Materials.

Materials Required

All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard

or chalkboard instead.)

We recommend that each participant have a copy of the Training Manual, and that you review each

module before training to ensure you have any special materials required. Worksheets and handouts are

included within a separate activities folder and can be reproduced and used where indicated. If you

would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead

of having individual worksheets.


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We recommend these additional materials for all workshops:

• Laptop with projector, for PowerPoint slides

• Quick Reference Sheets for students to take home

• Timer or watch (separate from your laptop)

• Masking tape

• Blank paper

Maximizing Your Training Power

We have just one more thing for you before you get started. Our company is built for trainers, by

trainers, so we thought we would share some of our tips with you, to help you create an engaging,

unforgettable experience for your participants.

•

Make it customized. By tailoring each course to your participants, you will find that your resultswill increase a thousand-fold.

o Use examples, case studies, and stories that are relevant to the group.

o Identify whether your participants are strangers or whether they work together. Tailor

your approach appropriately.

o Different people learn in different ways, so use different types of activities to balance it

all out. (For example, some people learn by reading, while others learn by talking about

it, while still others need a hands-on approach. For more information, we suggest

Experiential Learning by David Kolb.)

• Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk

for hours at a time. Make use of the tips in this book and your own experience to keep your

participants engaged. Mix up the activities to include individual work, small group work, large

group discussions, and mini-lectures.

• Make it relevant. Participants are much more receptive to learning if they understand why they

are learning it and how they can apply it in their daily lives. Most importantly, they want to

know how it will benefit them and make their lives easier. Take every opportunity to tie what

you are teaching back to real life.

• Keep an open mind. Many trainers find that they learn something each time they teach a

workshop. If you go into a training session with that attitude, you will find that there can be an

amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it,

and make the most of it in your workshops.

And now, time for the training!


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Icebreakers

Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an

Icebreaker to help facilitate the beginning of the course, as it helps “break the ice” with the

participants. If the participants are new to each other, an icebreaker is a great way to introduce

everyone to each other. If the participants all know each other it can still help loosen up the

room and begin the training session on positive note. Below you will see one of the icebreakers

that can be utilized from the Icebreakers folder.


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Icebreaker: Friends Indeed

Purpose

Have the participants moving around and help to make introductions to each other.

Materials Required

• Name card for each person

• Markers

Preparation

Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to

shoulder. They should place their name card at their feet. Then they can take a step back. You

as the facilitator should take the place in the center of the circle.

Activity

Explain that there is one less place than people in the group, as you are in the middle and will

be participating. You will call out a statement that applies to you, and anyone to whom that

statement applies must find another place in the circle.

Examples:

• Friends who have cats at home

•

Friends who are wearing blue

• Friends who don’t like ice cream

The odd person out must stand in the center and make a statement.

The rules:

• You cannot move immediately to your left or right, or back to your place.

• Let’s be adults: no kicking, punching, body-checking, etc.

Play a few rounds until everyone has had a chance to move around.


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Training Manual Sample

On the following pages is a sample module from our Training Manual. Each of our courses

contains twelve modules with three to five lessons per module. It is in the same format and

contains the same material as the Instructor Guide, which is then shown after the Training

Manual sample, but does not contain the Lesson Plans box which assists the trainer during

facilitation.

The Training Manual can be easily updated, edited, or customized to add your business name

and company logo or that of your clients. It provides each participant with a copy of the

material where they can follow along with the instructor.


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Sample Module: Building Trust

Creating an open and honest environment in the

workplace is a key factor to keeping employees happy

and productive. On a virtual team, it is just as important

to remain open with your team members and keep

them in the immediate loop of information. Since they

are not always in a central location, it is essential to

keep them updated on current happenings in the

company and in their department. When the employees

feel included, they learn to trust you and will look to you

when they have questions.

Learning to trust is one of life’s

most difficult tasks.

Isaac Watts


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Trust Your Team and They Will Trust You

Trust is a key component in any relationship, personal or professional. Virtual teams

can have additional problems with trust when they are not always in each other’s

company. They can be unsure about what is being said or if they are doing as well as

they should. As a manager, it is important to show your trust in your employeesfirst. Show them that you trust them to complete their work and trust them with

crucial information, such as potential job reassignments or even closures. When the

employees feel as though you trust them, they can, in turn, learn to trust you. They

will instill their trust in you and confide in you when they have concerns or are

worried. This trust not only builds a stronger relationship among the employee and manager, but also

the entire virtual team.


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Beware of “Us vs. Them” Territorial Issues

Often times when management tries to solely run a team without regards to its

members, the employees can begin to have that “Us against Them” mentality. They

begin to believe that management is only looking out for management or does not

value the opinion of the team members. This can cause further resentment fromemployees and can affect the whole team’s productivity. Remind your employees

that you are on their side and that you realize that the team works together to

accomplish the same goal. Let them know that they are included in many of the decisions made

(although not ALL of them), and that their presence on the team is valued. When employees feel as

though they are part of the working machine, they are less likely to feel like an opposing force.


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Share Best Practices

A form of ‘best practice’ is loosely defined as a practice that has proved productive in

the past and has results behind it to back it up. Sharing best practices with your

virtual team can be a great move when faced with some of the same situations.

Common forms of sharing these practices including sending them through email orforming some kind of instruction sheet. Some employees may need to be counseled

in person or shown how to follow a process step by step. Sharing these practices shows trust among

employees and trust that they can continue the chain of success.

Best practices:

• Processes/procedures that have worked before

• Can be shared a number of ways, including email, videos or personal instruction

•

Consult with employees regarding alterations/variations if needed

• Follow up with employees to ensure comprehension


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Create a Sense of Ownership

021One overlooked method of building trust among your virtual team is helping

them create a sense of ownership. Employees feel more passionate about their jobs

when they feel as though they not only have a part in the team’s success, but can

feel as though their part is essential to the overall success. Although it can take agood amount of time to help an employee establish their sense of ownership, it can

prove beneficial for everyone in the long run.

Tips:

• Ask what you can do to accomplish something

• Encourage every new idea

• Make a plan and put into action


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Case Study

Adam is a new manager and wants to build trust with his new employees. He decides

to hold a meeting and meet them all personally. He introduced himself to each

employee and told them about himself and what he would be doing as their

manager. After all, he wanted them to trust him, not fear him. He assured them thathe wanted to work with them, not above them, and wanted to see the team succeed.

Once they started discussing the team’s assignments, Adam opened up about some

of his best practices that he used in the past and explained how he wanted to give them a test run with

this team. He made sure they all felt as though they were a part of the planning process because he

wanted them to feel like a team.


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Sample Module: Review Questions

1.

Virtual teams depend on _________ from their other members.

a)

Humor

b)

Email responses

c)

Favors

d)

Trust

2.

The feeling of trust on a virtual team should be what?

a)

Overwhelming

b)

Mutual

c)

At a low level

d)

Uneven

3.

To avoid the “Us vs. Them” mentality, it helps to remind employees of what?

a)

You are there to help them

b)

You are the manager

c)

You have your own problems

d)

You are there when they are doing something wrong

4.

When a manager makes decisions without consulting the team, the employees can feel what?

a)

Relieved

b)

Happy

c)

Unheardd)

Relaxed

5.

What is a best practice?

a)

A practice or procedure that has proved successful for the company

b)

A policy regarding job skills

c)

A standard in file sharing

d)

A rule about food in the company refrigerator

6.

When a manager decides to share best practices with employees, it shows what?

a)

Pressure

b)

Haste

c)

Aggression

d)

Trust


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7.

What is one way managers can encourage a sense of ownership in employees?

a)

Ask them to write ideas down for later

b)

Tell employees to stick to the rules

c)

Encourage new ideas on the team

d)

Allow one person to make a suggestion each week

8.

Employees who have a sense of ownership are more likely to do what?

a)

Quit sooner

b)

Feel confident at work

c)

Complain more

d)

Ask for more projects

9.

Why did Adam hold a meeting with the team members?

a)

He wanted to fire someone from the team

b)

He wanted to introduce himself as the new manager

c)

He was promoting someone from the team

d)

He wanted to discuss recent sales reports

10.

Adam wanted his team employees to feel what?

a)

Like they are working beneath him

b)

Excited about receiving a new manager

c)

Aware of the possible changes that are coming

d)

As though they were a part of the planning process


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Instructor Guide Sample

On the following pages is a sample module from our Instructor Guide. It provides the instructor

with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual

mirrors each other in terms of the content. They differ in that the Instructor Guide is

customized towards the trainer, and Training Manual is customized for the participant.

The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to

assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to

complete the lesson, any materials that are needed for the lesson, recommended activities, and

additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.


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Sample Module: Building Trust

Creating an open and honest environment in the

workplace is a key factor to keeping employees happy

and productive. On a virtual team, it is just as important

to remain open with your team members and keep them

in the immediate loop of information. Since they are not

always in a central location, it is essential to keep them

updated on current happenings in the company and in

their department. When the employees feel included,

they learn to trust you and will look to you when they

have questions.

Learning to trust is one of life’s

most difficult tasks.

Isaac Watts


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Trust is a key component in any relationship, personal or professional. Virtual teams

can have additional problems with trust when they are not always in each other’s

company. They can be unsure about what is being said or if they are doing as well as

they should. As a manager, it is important to show your trust in your employeesfirst. Show them that you trust them to complete their work and trust them with

crucial information, such as potential job reassignments or even closures. When the

employees feel as though you trust them, they can, in turn, learn to trust you. They

will instill their trust in you and confide in you when they have concerns or are

worried. This trust not only builds a stronger relationship among the employee and manager, but also

the entire virtual team.

Estimated Time 10 minutes.

Topic Objective Identify the importance of trust among team members

Topic Summary


Discuss the important of management and team members having a trusting

relationship.

Materials Required 13-Gaining Trust

Planning Checklist None

Recommended ActivityComplete the worksheet individually. Share your ideas with the rest of the

class.

Stories to Share Share any personal relevant stories.

Delivery Tips Ask for volunteers to share their answers.

Review Questions How can the absence of trust affect the whole team?


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Often times when management tries to solely run a team without regards to its

members, the employees can begin to have that “Us against Them” mentality. They

begin to believe that management is only looking out for management or does not

value the opinion of the team members. This can cause further resentment fromemployees and can affect the whole team’s productivity. Remind your employees

that you are on their side and that you realize that the team works together to

accomplish the same goal. Let them know that they are included in many of the decisions made

(although not ALL of them), and that their presence on the team is valued. When employees feel as

though they are part of the working machine, they are less likely to feel like an opposing force.

Estimated Time 10 minutes

Topic Objective Discuss the meaning of the “Us vs. Them” mentality among employees.

Topic Summary


Identify the problems of the “Us vs. Them” mentality and how it can affect a

virtual team.

Materials Required Flipchart/Dry erase board, markers


Recommended Activity

Ask the class to remember a time when they worked on a team that had

employees and managers working together. Ask them if they or anyone else

in the team began to feel the “Us vs. Them” mentality. What happened to

make them feel this way? Write their answers on the flipchart/dry erase

board.

Stories to Share Share any relevant personal stories.

Delivery Tips Encourage everyone to participate.

Review Questions What does it mean to be “Us vs. Them”?


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A form of ‘best practice’ is loosely defined as a practice that has proved productive in

the past and has results behind it to back it up. Sharing best practices with your

virtual team can be a great move when faced with some of the same situations.

Common forms of sharing these practices including sending them through email orforming some kind of instruction sheet. Some employees may need to be counseled

in person or shown how to follow a process step by step. Sharing these practices shows trust among

employees and trust that they can continue the chain of success.

Best practices:

• Processes/procedures that have worked before

• Can be shared a number of ways, including email, videos or personal instruction

•

Consult with employees regarding alterations/variations if needed

• Follow up with employees to ensure comprehension


Topic Objective Identifying how to share best practices in the company

Topic Summary


Discuss ways of identifying best practices and how to share them with therest of the team.

Materials Required Flipchart/Dry erase board, markers


Recommended Activity

Have the team imagine they are managing a brand new team of employees.

Ask them identify some of their company’s best practices and determine

how they would share them with these employees. Write their answers on

the flipchart/dry erase board.

Stories to Share Share any relevant personal stories.


Review Questions How can sharing best practices benefit the whole team?


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021One overlooked method of building trust among your virtual team is helping

them create a sense of ownership. Employees feel more passionate about their jobs

when they feel as though they not only have a part in the team’s success, but can

feel as though their part is essential to the overall success. Although it can take agood amount of time to help an employee establish their sense of ownership, it can

prove beneficial for everyone in the long run.

Tips:

• Ask what you can do to accomplish something

• Encourage every new idea

• Make a plan and put into action

Estimated Time 10 minutes.

Topic Objective Discuss the importance of helping employees have a sense of ownership.

Topic Summary


Discuss what it means to have a sense of ownership and how it can boost an

employee’s confidence and work morale.

Materials Required 14-Building Ownership with Employees


Recommended ActivityComplete the handout individually. Share your ideas with the rest of the

class.

Stories to Share Share any personal relevant stories.

Delivery Tips Encourage everyone to share their ideas.

Review Questions

What is one way managers can help employees create a sense of ownership

in their jobs?


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Case Study

Adam is a new manager and wants to build trust with his new employees. He decides

to hold a meeting and meet them all personally. He introduced himself to each

employee and told them about himself and what he would be doing as their

manager. After all, he wanted them to trust him, not fear him. He assured them thathe wanted to work with them, not above them, and wanted to see the team succeed.

Once they started discussing the team’s assignments, Adam opened up about some

of his best practices that he used in the past and explained how he wanted to give them a test run with

this team. He made sure they all felt as though they were a part of the planning process because he

wanted them to feel like a team.


Topic Objective Outline the Building Trust case study.

Topic Summary

Case Study

Discuss various techniques to help build trust on a virtual team.

Materials Required None.

Planning Checklist None.

Recommended ActivityDiscuss the results of the case study. Would the team react differently if

Adam had changed his approach?

Stories to Share Share any relevant personal/professional story.


Review Questions What methods did Adam use to try and build trust with the employees?


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Sample Module: Review Questions

1.

Virtual teams depend on _________ from their other members.

a)

Humor

b)

Email responses

c)

Favors

d)

Trust

Virtual team members depend on trust from their other teammates more than anything

because they are not able to see or do things themselves and have to rely on other people to

help out.

2.

The feeling of trust on a virtual team should be what?

a)

Overwhelming

b)

Mutualc)

At a low level

d)

Uneven

Feelings of trust among members should be mutual. If they are not, it is important to address

this with any members who feel that way and determine why.

3.

To avoid the “Us vs. Them” mentality, it helps to remind employees of what?

a)

You are there to help them

b)

You are the manager

c)

You have your own problemsd)

You are there when they are doing something wrong

Sometimes employees can feel as though you are against them or are not there to help them

succeed. So it is important to regularly support your employees and remind them that you are

there to help and to achieve the same goals they have.

4.

When a manager makes decisions without consulting the team, the employees can feel what?

a)

Relieved

b)

Happy

c)

Unheardd)

Relaxed

Employees want to know they are included in the decision making and that their opinions

matter. When a manager makes all of the decisions themselves, it can make the employee feel

as though their voice is unheard.


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5.

What is a best practice?

a)

A practice or procedure that has proved successful for the company

b)

A policy regarding job skills

c)

A standard in file sharing

d)

A rule about food in the company refrigerator

A best practice is a term used for something the company continues to use because it has given

them results in the past. These are usually documented somewhere and shared employees.

6.

When a manager decides to share best practices with employees, it shows what?

a)

Pressure

b)

Haste

c)

Aggression

d)

Trust

Sharing a company’s best practices with employees and having them follow the procedure on

their own shows trust in the employee from the manager and can boost the employee’s

personal confidence.

7.

What is one way managers can encourage a sense of ownership in employees?

a)

Ask them to write ideas down for later

b)

Tell employees to stick to the rules

c)

Encourage new ideas on the team

d)

Allow one person to make a suggestion each week

When a manger encourages employees to act on or share new ideas and opinions, it helps the

employee create a sense of ownership in the work and feel as though they are contributing.

8.

Employees who have a sense of ownership are more likely to do what?

a)

Quit sooner

b)

Feel confident at work

c)

Complain more

d)

Ask for more projects

When employees feel as though they have a sense of ownership in their position, they are more

likely to feel passionate about their work and feel more confident doing it.


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9.

Why did Adam hold a meeting with the team members?

a)

He wanted to fire someone from the team

b)

He wanted to introduce himself as the new manager

c)

He was promoting someone from the team

d)

He wanted to discuss recent sales reports

Adam was the new team manager and wanted to introduce himself in person to his new team of

employees.

10.

Adam wanted his team employees to feel what?

a)

Like they are working beneath him

b)

Excited about receiving a new manager

c)

Aware of the possible changes that are coming

d)

As though they were a part of the planning process

Adam wanted his employees to feel as though they were a part of the planning process for the

team because it not only shows his trust in them, but it helps create a sense of ownership within

the employee.


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Activities

During the facilitation of a lesson Worksheet or Handout may be utilized to help present the

material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box

under Materials Required. The trainer can then utilize the Activities folder for the

corresponding material and then provide it to the participants. They are all on separate Word

documents, and are easily edited and customized.

Below you will see the Worksheets or Handouts that are utilized during the training of the

above lesson. They are located in the Activities folder and can be easily printed and edited for

the participants.


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Sample Worksheet: Gaining Trust

On this worksheet, outline different methods you can use to help you gain the trust of your employees.

Also, make notes of what you can do to better trust your employees in return.

Method #1

_____________________________________________________________________________________

_____________________________________________________________________________________

Method #2

_____________________________________________________________________________________

_____________________________________________________________________________________

Method #3

_____________________________________________________________________________________

_____________________________________________________________________________________

Method #4

_____________________________________________________________________________________

_____________________________________________________________________________________


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Sample Worksheet: Building Ownership with Employees

Using the spaces below, think about ways you can help your employees build ownership with you and

the team.

In the next space, think of ways you can help them achieve their goal.

1.) ______________________________________________________________________________

How can the manager help?

______________________________________________________________________________

______________________________________________________________________________

2.)

______________________________________________________________________________


______________________________________________________________________________

______________________________________________________________________________

3.) ______________________________________________________________________________


______________________________________________________________________________

______________________________________________________________________________


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Quick Reference Sheets

Below is an example of our Quick reference Sheets. They are used to provide the participants

with a quick way to reference the material after the course has been completed. They can becustomized by the trainer to provide the material deemed the most important. They are a way

the participants can look back and reference the material at a later date.

They are also very useful as a take-away from the workshop when branded. When a participant

leaves with a Quick Reference Sheet it provides a great way to promote future business.


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Early and Often

Check in with your

employees on a

regular basis, whetherby phone, email,

conference, etc. Don’t

let employees struggle

through a problem over a long period of

time. Don’t wait for them contact you;

reach out to them to offer help. Contact

each employee often and follow up after

any problems they have reported.

Keeping in touch with each employee not

only cuts down on large problems, but it

shows your support in the employee and

can boost their morale substantially.

Tips:

• Create a regular schedule to check

in with employees

• Find what methods work best for

each employee

• Keep track of small problems that

arise early to prevent bigger ones

later

Provide Timely Feedback

Positive or negative, feedback is a great tool

to help employees at work. On a virtual

team, giving timely feedback is important tothe team’s overall success. Employees need

to know how they are doing on assignments

and need to know if they need to change

anything. Since the manager cannot randomly approach the

employee to give feedback as they would in person, it is best to

set up regular, scheduled sessions (such as by phone or chat) to

alert the employee of any negative feedback that needs to be

addressed or any positive feedback that should be shared. This

will require the manager to get to know the employee

personally so that the feedback sessions are not awkward or

uncomfortable.

Respect and Embrace Differences

Diversity among a group is always a good thing, but under the wrong impressions it can

ruin any team. Whether the difference is a type of culture, political opinions, or simply a

difference in background, all these factors can change how a person interacts with anotherperson and what kind of view they have. When team members are diverse, it can keep the

team from thinking on one path and stop the ‘one track mind’. It opens teammates up to

new ideas and points of view, which in turn can create new concepts for projects and

assignments. Together, they can learn to not only respect their differences among each other, but embrace them to

create a whole new work style.

Virtual Team Building and Management

www.corporatetrainingmaterials.com© Corporate Training Materials

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Certificate of Completion

Every course comes with a Certificate of Completion where the participants can be recognized

for completing the course. It provides a record of their attendance and to be recognized fortheir participation in the workshop.


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HTML Material

We also offer an HTML version of the material. We convert a Training Manual to HTML which provides a

basic way of viewing the material through your Internet browser. The material is presented with a Table

of Content along the left so you can navigate between modules and lessons. There is also a set ofnavigation buttons along the top where you can just click though the material page by page.

The HTML material can be hosted and accessed on a local computer. It is also possible to provide

remote access through the Internet, a LAN, or even your company's Intranet. HTML provides the ability

to offer a self-paced or off site version of the course.

The link below will provide you the opportunity to view and navigate through the HTML format the

same way a participant would experience it.

www.corporatetrainingmaterials.com/HTML_Sample/Virtual_Team_Building_and_Management/index.

html

http://www.corporatetrainingmaterials.com/HTML_Sample/Virtual_Team_Building_and_Management/index.htmlhttp://www.corporatetrainingmaterials.com/HTML_Sample/Virtual_Team_Building_and_Management/index.htmlhttp://www.corporatetrainingmaterials.com/HTML_Sample/Virtual_Team_Building_and_Management/index.htmlhttp://www.corporatetrainingmaterials.com/HTML_Sample/Virtual_Team_Building_and_Management/index.htmlhttp://www.corporatetrainingmaterials.com/HTML_Sample/Virtual_Team_Building_and_Management/index.html


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PowerPoint Sample

Below you will find the PowerPoint sample. The slides are based on and created from the

Training Manual. PowerPoint slides are a great tool to use during the facilitation of the

material; they help to focus on the important points of information presented during the

training.


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Full Course Table of Contents

Preface ..............................................................................................................................................5

What is Courseware? ................................................................................................................................ 5

How Do I Customize My Course? .............................................................................................................. 5

Materials Required ................................................................................................................................... 7

Maximizing Your Training Power .............................................................................................................. 7

Module One: Getting Started ............................................................................................................. 9

Housekeeping Items.................................................................................................................................. 9

The Parking Lot ....................................................................................................................................... 10

Workshop Objectives .............................................................................................................................. 10

Pre-Assignment ....................................................................................................................................... 11

Module Two: Setting Up Your Virtual Team (I) .................................................................................. 12

Choose Self-Motivated People with Initiative ......................................................................................... 12

Face to Face Meetings at First (Kick-off Meeting) .................................................................................. 13

Diversity Will Add Value.......................................................................................................................... 14

Experienced with Technology ................................................................................................................. 15

Case Study ............................................................................................................................................... 16

Module Two: Review Questions .............................................................................................................. 18

Module Three: Setting Up Your Virtual Team (II) ............................................................................... 21

Personality Can Count as Much as Skills ................................................................................................. 21

Rules of Engagement .............................................................................................................................. 22

Setting up Ground Rules ......................................................................................................................... 23

Icebreakers and Introductions ................................................................................................................ 24

Case Study ............................................................................................................................................... 25

Module Three: Review Questions ........................................................................................................... 27

Module Four: Virtual Team Meetings ............................................................................................... 30


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Scheduling Will Always Be an Issue ........................................................................................................ 30

Have a Clear Objective and Agenda ....................................................................................................... 31

Solicit Additional Topics in Advance ....................................................................................................... 32

Discourage Just Being a Status Report ................................................................................................... 33

Case Study ............................................................................................................................................... 34

Module Four: Review Questions ............................................................................................................. 35

Module Five: Communication (I)....................................................................................................... 38

Early and Often ....................................................................................................................................... 38

Rules of Responsiveness ......................................................................................................................... 39

Face to Face When Possible .................................................................................................................... 40

Choose the Best Tool............................................................................................................................... 41

Case Study ............................................................................................................................................... 42

Module Five: Review Questions .............................................................................................................. 43

Module Six: Communication (II) ....................................................................................................... 46

Be Honest and Clear ............................................................................................................................... 46

Stay in Constant Contact ........................................................................................................................ 47

Don’t Make Assumptions ........................................................................................................................ 48

Set Up Email Protocols ............................................................................................................................ 49

Case Study ............................................................................................................................................... 50

Module Six: Review Questions ................................................................................................................ 51

Module Seven: Building Trust ........................................................................................................... 54

Trust Your Team and They Will Trust You ............................................................................................... 54

Beware of “Us vs. Them” Territorial Issues ............................................................................................. 55

Share Best Practices ................................................................................................................................ 56

Create a Sense of Ownership .................................................................................................................. 57

Case Study ............................................................................................................................................... 58


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Module Seven: Review Questions ........................................................................................................... 59

Module Eight: Cultural Issues ........................................................................................................... 62

Respect and Embrace Differences .......................................................................................................... 62

Be Aware of Different Work Styles ......................................................................................................... 63

Know Your Team Members Cultural Background ................................................................................... 64

Case Study ............................................................................................................................................... 66

Module Eight: Review Questions ............................................................................................................ 67

Module Nine: To Succeed With a Virtual Team ................................................................................. 70

Set Clear Goals ........................................................................................................................................ 70

Create Standard Operating Procedures (SOPs) ...................................................................................... 71

Build a Team Culture .............................................................................................................................. 72

Provide Timely Feedback ........................................................................................................................ 73

Case Study ............................................................................................................................................... 74

Module Nine: Review Questions ............................................................................................................. 75

Module Ten: Dealing With Poor Team Players .................................................................................. 78

Manage Their Results, Not Their Activities ............................................................................................. 78

Be Proactive, Not Reactive ...................................................................................................................... 79

Check In Often ......................................................................................................................................... 80

Remove Them ......................................................................................................................................... 81

Case Study ............................................................................................................................................... 82

Module Ten: Review Questions .............................................................................................................. 83

Module Eleven: Choosing the Right Tools ......................................................................................... 86

Communication Software ....................................................................................................................... 86

Collaboration and Sharing Tools ............................................................................................................. 87

Project Management Software .............................................................................................................. 88

Use What Works for You and Your Team ............................................................................................... 89


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Case Study ............................................................................................................................................... 90

Module Eleven: Review Questions .......................................................................................................... 92

Module Twelve: Wrapping Up .......................................................................................................... 95

Words from the Wise .............................................................................................................................. 95

Review of Parking Lot ............................................................................................................................. 95

Completion of Action Plans and Evaluations .......................................................................................... 96

virtual team building and management sample

Documents