Are your virtual presentations as good as your in-person ones?

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Let’s face it: presentations are often not captivating.

In a face-to-face meeting people usually don’t just leave the room when they get bored by what they hear and see. But in a virtual meeting it is easy to disappear, check emails, surf or do something else. No one notices that participants have left. It is the responsible of the presenter or facilitator to keep the audience engaged and attentive.

Continue reading “Are your virtual presentations as good as your in-person ones?”

How to deal with intercultural issues in remote teams

How to deal with intercultural issues in remote teams

Intercultural communication has been a topic in teams and organisations for quite some time. Still, in recent years the situation has changed and now requires a different approach to dealing with cultural differences.

Until only a few years ago, most members of a team were sitting in one location. They had rarely more than one dominating culture. The responsibility to bridge the distance (and the cultural difference) was mainly with the team leader and other high level managers, who would travel around to world to keep in touch with their people and ensure that the work done in the different locations was coordinated and coherent. In some cases the managers were sent to a different country, where they had to learn how the culture differed from their own and adapt to the local practices.

This situation has changed quite considerably in most organisations. Today, most teams spread across many countries, if not continents. There might still be a large group of people in one location (typically in headquarters) but the team is predominantly distributed, and includes people from a number of different cultures. Furthermore, most if not all communication is virtual, and virtual distance (physical, but also operational and most importantly affinity distance) heavily influences the effectiveness of a team.
Continue reading “How to deal with intercultural issues in remote teams”

Kommunikation auf Distanz: Nur lauter oder anders?

Kommunikation auf Distanz: Nur lauter oder anders?

Im Rahmen eines Beratertreffens mit Kolleginnen und Kollegen neulich in Hamburg hatte ich die Gelegenheit, über verteilte Organisations- und Teamsituationen zu diskutieren.

Verteilt arbeitende und lebende Menschen arbeiten und kommunizieren hauptsächlich über technische „Tools“ und Plattformen zusammen. Entweder sie treffen sich in Telefon-, Video- und Webkonferenzen zeitgleich –synchron wie wir es nennen –  oder sie arbeiten zwischen diesen Meetings zeitversetzt – asynchron– zusammen. Sie erarbeiten Texte, Präsentationen gemeinsam auf Wiki-Plattformen, sie senden Kurznachrichten, sie quatschen über Chatsysteme. Die Technik verändert den Phänotyp des Miteinander-Redens erheblich. Das ist schnell einsichtig. Diese Kommunikationen sind so sehr unterschiedlich, dass Menschen die Andersartigkeit der virtuellen Kommunikation physisch spüren, oft auch erleiden. Befragt nach ihren Erlebnissen, schildern sie die virtuelle Kommunikation oft als weniger dicht, d.h. mit weniger Signalen verbunden und kompliziert, weil sie mit der Technologie nicht zurechtkommen oder die Technik nicht klappt. Insgesamt wird in der Regel die sog. Face-to-Face (F2F) Kommunikationsform als die „eigentliche“ und auch vernünftige und erstrebenswerte Kommunikationsform erachtet. Continue reading “Kommunikation auf Distanz: Nur lauter oder anders?”

Learn how to effectively work in a remote team

Learn how to effectively work in a remote team

It’s a kind of magic: Working effectively in remote teams

Our work situation has shifted in recent years. More and more of us are working in teams that are distributed across different locations, countries and sometimes even continents. It is not enough to learn to use online tools to communicate and collaborate with our team mates. Our teams now work across geographies, time zones, organizational boundaries, and disciplinary and cultural gaps.

Finding agreements, giving feedback, or simply discussing some work challenge, which used to be about the contents, can now become really complicated discussions ending in misunderstandings or even conflict. This new situation requires us to unlearn habits that had once served us well and adopt new cooperation processes.

Our interactive webinar series will look at different challenges of remote teams and each webinar gives concrete tips how to improve collaboration, engagement and performance within your team. The webinars are free and each will have space for only 30 participants.

Topics include intercultural communication, virtual presentations, trust, conflicts, and many more.

Check out out webinar page to find out about the next webinar: http://webinars.radical-inclusion.com.

How technology changes work and employment

How technology changes work and employment

Two high tech companies have been in the news these last weeks: Amazon for leadership practices that some of us thought long gone, and, on the other side of the spectrum, Netflix, which just announced unlimited parental leave for its employees.

The discussion about the impact of technology on our professional and private lives include a vast array of topics: whistleblowers and NSA scandals, work-life balance, company HR policies, social norms and practices, and many other topics.

Also, the discussion is typically divided into black – white, good – evil: Those seeing and talking mainly about the risks, and those emphasising the potential. That is not surprising, because, after all, it is about technology and that – as every tool or means – can be used for good or bad.

In the end it is about the trade-offs we are willing to make. Are we informed enough to be able to weigh pros and cons, to make informed choices? Do we even know what we are trading in when we use online tools and data services?

This digest presents a few articles that show some of the trade-offs and look at a few of the issues connected to technological change and the transformation it has brought about in our societies. Continue reading “How technology changes work and employment”

Social Business: Das Team ist der Star(t)!

Social Business: Das Team ist der Star(t)!

Im Post “Social is out” habe ich den derzeitigen Implementierungsstand der Social Business Aktivitäten in Organisationen zusammengefasst. Es zeigt sich, dass es in Unternehmen und anderen Organisation inzwischen eine Reihe von Aktivitäten mit sicher unterschiedlichen Entwicklungsstand gibt. Die Praxis hat also definitiv begonnen. So das Fazit. In den Organisationen, die die Projekte erfolgreich umgesetzt haben, zeigen sich dabei einige Gemeinsamkeiten: Continue reading “Social Business: Das Team ist der Star(t)!”

Social is out – Business is in: Stand der Diskussion um das „Social Business“

Social is out – Business is in: Stand der Diskussion um das „Social Business“

Da geht es schon los: Welchen Begriff wählt man für das, um das es hier geht? Das generischste, was mir dazu einfällt ist, ist eine Beschreibung:“Kommunikation mit Hilfe des Internets”. Aber das verkauft sich natürlich nicht. Je nach Entwicklungsstand des Themas (Web 2/3/4.0), nach Zielgruppe für die Tools (Enterprise 2.0, Social Media), nach Aspekt, der betont werden soll (Social Enterprise, Arbeitsplatz der Zukunft, Digital Enterprise) haben wir es mit ganz unterschiedlichen Bezeichnungen zu tun. Continue reading “Social is out – Business is in: Stand der Diskussion um das „Social Business“”