Print this page Share

Virtual Team Success: A Practical Guide for Working and Leading from a Distance

ISBN: 978-0-470-87241-3
224 pages
September 2010, Pfeiffer
Virtual Team Success: A Practical Guide for Working and Leading from a Distance (0470872411) cover image


Praise for Virtual Team Success

"There's no school for this yet, but when the first is established, Virtual Team Success: A Practical Guide for Working and Leading from a Distance will certainly be the core curriculum."
—Jessica Lipnack and Jeffrey Stamps, CEO and co-founders, NetAge

"Virtual Team Success is a must have for anyone managing geographically-dispersed teams. DeRosa and Lepsinger bring experience and credentials to guide us all through the labyrinth of problems that so often derail virtual teams. As our global businesses become increasingly complex, I can't imagine a more timely or better resource."
—Jay Moldenhauer-Salazar, vice president, talent management, The Gap

"For global teams that want to be top-performing, Virtual Team Success should be their team handbook. It's loaded with tools, checklists, models, and practical recommendations for working and leading from a distance. This is the kind of book virtual teams really need to be successful. I've been waiting for a book like this and look forward to recommending it as a resource that can help improve the performance of our teams!"
—Kathleen McGuire, manager organizational development, Bayer Healthcare HR Global Leadership Development

"Virtual teams are intended to make optimal use of expertise spread across the world, but performance excellence is the exception and mediocrity the rule. After extensive and careful study of real teams, DeRosa and Lepsinger have captured essential information, principles of operation, and tools in a highly readable volume that can help thoughtful readers elevate the performance of the teams significantly. The practical focus, collection of techniques and tools, and "how to" tips provide an essential foundation for anyone with virtual team responsibility. The organization of the book centered around challenges, differentiators, and lessons will facilitate finding answers to any problem the team faces. The RAMP model makes it easy to focus on what's important in enabling top performance."
—Mike Beyerlein, professor, Organizational Leadership, Purdue University

See More

Table of Contents

List of Tables, Case Studies, Figures, and Exhibits xi

Acknowledgments xv

Foreword xvii

Introduction xix

Section One: Building High-Performing Virtual Teams 1

Chapter One: Why Virtual Teams Fail 3

Key Challenges 6

Four Pitfalls to Virtual Team Performance 8

Conclusion 12

Chapter Two: Profiles of Virtual Team Success—What Good Looks Like 15

Team Composition 15

Communication and Training 19

Leadership 24

Conclusion 25

Chapter Three: Virtual Team Launch Kit 27

Test Your Virtual Team Launch IQ 27

Setting Virtual Teams Up for Success 30

Is Your Organization Prepared to Support Virtual Team Work? 49

Conclusion 50

Chapter Four: What Differentiates Great Virtual Teams—How to RAMP Up Your Team’s Performance 51

What Differentiates Top Virtual Teams? 51

The Shingle Seal Standstill: How Would You Handle It? 57

RAMP Up Virtual Team Performance 60

Conclusion 78

Section Two: Leading Virtual Teams 81

Chapter Five: How to Lead Virtual Teams—Tips, Techniques, and Best Practices for High
Performance 83

Challenges Virtual Team Leaders Face 83

Raygen Company Slump: How Would You Handle It? 88

Virtual Team Leadership Self-Assessment 91

What Makes an Effective Virtual Team Leader? 92

Obstacles at a Glance: A Quick Reference Guide 107

Conclusion 110

Chapter Six: What Factors Really Accelerate Virtual Team Performance—The Four Top
Performance Boosters 113

Taking Virtual Team Performance to the Next Level 113

Conclusion 129

Chapter Seven: How to Facilitate High-Impact Virtual Meetings—Techniques That Really
Work 131

The Facilitator’s Role 132

V-Meeting Checklist 134

Building a V-Meeting Agenda 134

Keeping Virtual Meetings on Track 136

Dealing with Other Common Challenges 140

Conclusion 142

Conclusion: Six Lessons for Successful Virtual Teams 147

Lesson 1: Focus on People Issues 147

Lesson 2: No Trust, No Team 148

Lesson 3: ‘‘Soft” Skills Are Essential 149

Lesson 4:Watch Out For Performance Peaks 150

Lesson 5: Create a ‘‘High-Touch” Environment 151

Lesson 6: Virtual Team Leadership Matters 152

Closing Thoughts 153

Appendix: On Point’s Global Virtual Team Study 157

Notes 173

About the Authors 177

Index 181

See More

Author Information

Darleen DeRosa, Ph.D., is a managing partner at OnPoint Consulting. She brings ten years of management consulting experience, with expertise in the areas of talent/succession management, executive assessment, virtual teams, and organizational assessment. Darleen has authored numerous articles on virtual teams.

Richard Lepsinger is president of OnPoint Consulting and has a twenty-year track record of success as a human resource consultant and executive. He is the coauthor of four books on leadership including Closing the Execution Gap: How Great Leaders and Their Companies Get Results, Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, The Art and Science of 360? Feedback, and The Art and Science of Competency Models, all from Jossey-Bass/Pfeiffer.

See More
Back to Top