Introduction and Overview

• Defining virtual and remote working
• Dealing with the realities of effective global teamwork
• Identifying the benefits and impacts of separation factors

Creating a Leadership Model for the Virtual World

Overcoming the challenges of working in virtual teams

• Planning to meet the challenges of a 24-hour world
• Unique characteristics of virtual and remote leadership

Responding effectively to the challenges of virtual leadership

• Establishing your personal leadership success criteria
• Shifting to a new set of leadership priorities

Managing Team Collaboration

Analysing the impact of distance on collaborative working

• Comparing working together with working apart
• Factoring in the effect of trust among team members

Quantifying the hidden costs of separation

• How time and distance add cost and risk
• Measuring the cost/benefit of remote working

Building Team and Organisational Relationships

Establishing the foundation for effective collaboration

• Defining "team" in a wider and more productive sense
• Providing what team members need to be successful
• Selecting team members who can operate remotely
• Mapping the key relationships to enhance team success

Building networks and relationships with key influencers

• Navigating organisational and political complexities
• Analysing the perspectives and priorities of stakeholders
• Implementing the most effective factor for VRW success

Technology: Filter or Facilitator?

Leveraging virtual technologies

• E-mail
• The Internet
• "Presence" technologies
• Conferencing and collaboration tools
• Balancing the pros and cons of e-mail

Benefiting from the potential of virtual tools

• Distinguishing the five key communication content areas
• Evaluating virtual tools to maximise communication
• Selecting the optimal virtual infrastructure

Adapting to an Evolving Workplace

Factoring in risk to effective VRW

• Adopting a risk-based approach to the planning and execution of work
• Assessing the impact of typical risks in VRW situations
• Identifying and managing risks at start-up

Investing in virtual team effectiveness

• Making the case for investing in virtual team start-up
• Building a schedule of roles and responsibilities
• Establishing a shared sense of identity and purpose
• Structuring assignments to minimise communication gaps

Applying best practices to outsourcing work

• Additional risk factors of outsourcing projects
• Practical tips for building productive outsourcing and offshoring relationships

Leveraging the Benefits of Distance and Difference

Working with cultural diversity

• Exploring levels and categories of culture
• Responding positively to the range and depth of cultures
• Incorporating cultural differences to benefit the team

When things go wrong at a distance

• Proactive approaches to conflict pressure points
• Overcoming the isolation factor

Optimising Virtual and Remote Teams

Managing the dynamics of virtual teams

• Developing team ground rules to enhance effectiveness
• Orienting new remote team members

Taking a proactive approach to daily leadership

• Refocusing leadership actions using a three-level model
• Adapting a communication plan to track progress

Implementing Your Post-Course Action Plan

• Customising diagnostic tools for remote and virtual work
• Adopting a leadership strategy based on collaborative teamwork and structured communication