Our experience in the field of Virtual Leadership/Collaboration and Virtual Learning:

• Conducting research since 2003
• Ongoing delivery of Audio/Virtual Action Learning since 2005 with several multi-nationals (over 1,300 participants in over 20 organizations worldwide)
• Ongoing delivery of Virtual Leadership/Virtual Team Training initiatives since 2007 with over 29 global organizations and over 2,900 leaders worldwide, in the corporate sector as well as in the public sector
• Delivery of virtual strategy processes
• Delivery of virtual innovation processes
• Delivery of virtual mentoring programs
• Delivery of virtual coaching programmes
• Training consultants in virtual facilitation and the facilitation of Virtual Action Learning

 

In the context of our research we have identified the following key challenges for virtual leaders:

• Establishing and maintaining trust remotely
• Maintaining visibility and presence while remote
• Influencing virtually without formal authority
• Managing performance virtually and holding accountability without control
• Nurturing social aspects remotely
• Working with diversity (across cultures and functions) remotely
• Establishing robust psychological safety in the virtual space of collaboration
• Managing effectively so-called 4-D teams: dispersed, diverse, digital, dynamic (with frequent changes in membership)
• Maximizing own impact virtually