{"id":4858,"date":"2021-07-21T15:40:24","date_gmt":"2021-07-21T15:40:24","guid":{"rendered":"https:\/\/tpcleadership.com\/it-it\/uncategorized\/virtual-team-model-2\/"},"modified":"2025-04-21T17:39:11","modified_gmt":"2025-04-21T16:39:11","slug":"virtual-team-model-2","status":"publish","type":"post","link":"https:\/\/tpcleadership.com\/it-it\/leader-in-via-di-sviluppo\/virtual-team-model-2\/","title":{"rendered":"Using the high-performance team model in a virtual way"},"content":{"rendered":"

Virtual working is on the rise. Leaders must adapt management of high-performance teams to meet the needs of remote working. Catherine Bardwell<\/a>, <\/span>TPC Leadership UK Associate Partner, <\/span>uses four pillars to <\/span>explain the main challenges facing high-performance virtual teams:<\/span><\/p>\n

1. Catering for different personality profiles<\/b><\/h2>\n

W<\/span>hile extroverts may be suited to speaking up in the virtual environment, introverts will need more encouragement and scaffolding to share their full potential. Some personalities suffer from the lack of routine and discipline that can manifest in remote working, while others might struggle to demonstrate sufficient digital literacy to engage effectively.<\/span><\/p>\n

2. Technology<\/b><\/h2>\n

It\u2019s important to be open to new ideas in terms of digital technology. \u201cDon\u2019t shy away from using different tools,\u201d says Catherine. \u201cLeaders and teams need to understand how to utilise technology such as Zoom and WhatsApp at an operational level, but also consider how that technology can be used to help virtual teams to bond.\u201d<\/span><\/p>\n

<\/b>3. Performance<\/b><\/h2>\n

It can be more difficult to get a handle on performance development when managing teams virtually. Team leaders need to focus on their team\u2019s experiential learning but also their skills and training.<\/span><\/p>\n

<\/b>4. Building trust and intimacy<\/b><\/h2>\n

Long-distance relationships don\u2019t always work, says Catherine, and virtual teams can suffer a similar fate. It is the job of the team leader to find ways to maintain trust and intimacy by allowing people to speak up and express themselves freely and safely in a virtual setting.<\/span><\/p>\n

Andrea Cardillo,<\/a> TPC Leadership, Managing Partner in Italy, suggests a strategy known as the CLOCKS model as a way for teams to observe and fine tune the way they work. \u201cIt can be particularly useful at board level where conversations are often content heavy \u2014 with a focus on strategy and operations \u2014 while in fact more time needs to be given to reflecting on the function, relationships, culture and dynamics of the team itself.\u201d<\/span><\/p>\n

The CLOCKS model<\/b><\/h2>\n

CLOCKS is an acronym for six dimensions and processes needed for a team to be successful.<\/span><\/p>\n

C<\/b> \u2014 <\/span>Common goals and vision.<\/b> \u201cEnsure the team has clarity and alignment regarding what they\u2019re doing and why,\u201d says Andrea. \u201cMake a clear distinction between the big picture \u2014 the organisational vision \u2014 and the team\u2019s vision and purpose.\u201d<\/span><\/p>\n

L \u2014 Leadership.<\/b> This isn\u2019t only about having the right leaders but deciding on the best leadership style to drive progress in your team.<\/span><\/p>\n

O \u2014 Organisation and governance<\/b>. \u201cEnsure clarity and a thorough understanding of how the decision-making process is structured,\u201d says Andrea. \u201cGovernance must be appropriately leveraged and business models suitably agile.\u201d<\/span><\/p>\n

C \u2014 Communication routines<\/b>. Some communication routines are technical, for example deciding on the best technology to facilitate meetings and operational communications. But Andrea explains, \u201cIt\u2019s also essential to explore how we communicate to foster positive relationships and dynamics within the team \u2014 how we communicate to maintain a level of trust and intimacy, and how we handle conflict.\u201d<\/span><\/p>\n

K \u2014 Knowledge<\/b>. Develop a thorough assessment of knowledge, skills and competencies needed to achieve the team\u2019s goals.<\/span><\/p>\n

S \u2014 Stakeholders Management Strategy<\/b>. There can be a tendency to delegate upwards. But Andrea emphasises the importance of sharing a common responsibility and \u201cnavigating relationships together as a single entity, in a way which is aligned.\u201d<\/span><\/p>\n

\"\"<\/p>\n

<\/h2>\n

Top tips to synchronise CLOCKS<\/b><\/h2>\n

Using a framework like CLOCKS keeps things simple. Reflect on each of the dimensions, then share and discuss them openly with your team. Andrea suggests using a 20\/80 approach. Identify one area you could improve by 20% that will give you an 80% improvement in results. Prepare an action plan, work through it, and review it. Then address your next priority following the same process.<\/span><\/p>\n

If you\u2019d like to sign-up for our free virtual teams training modules you can register here.<\/a><\/strong><\/span><\/p>\n

Looking to get the best out of your teams? <\/b>Get in touch with us<\/b><\/a> to find out how we can help.<\/b><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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