Test the organisation's response to distributed virtual team management under conditions that are less than ideal.
Managing Distributed Virtual Teams Across Multiple Time Zones
A senior-level treatment of distributed virtual team management, focused on what changes outcomes.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in distributed virtual team management is earned separately. When team management is unclear, people default to protecting their own function. Exercises escalate in difficulty, ending with the ambiguous situations that make this part of organisational leadership hard in practice. The course leaves participants able to diagnose weaknesses in distributed virtual team management before they become incidents. It is pitched for practitioners with responsibility for the organisational leadership discipline, not for observers of it. Benchmarking exercises repeatedly place team management among the areas with the widest performance spread. What blocks progress on distributed virtual team management is usually unclear ownership rather than unclear intent. This programme builds team management from first principles, without padding and without omitting what matters. Participants finish with a short, specific brief on this strand of organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
Build the internal capability for team management rather than depending on external support indefinitely.
Manage the emotional load distributed virtual team management places on you and on the team.
Set direction on team management that people can act on without further interpretation.
Review your own performance on distributed virtual team management as rigorously as you review others'.
Translate team management into objectives each person can see themselves in.
Verify that improvements to distributed virtual team management have held six months after they were introduced.
Who Should Attend
Managers in small and medium organisations who own distributed virtual team management alongside other duties.
Human resources partners advising leaders on team management.
High-potential staff being prepared for wider responsibility for distributed virtual team management.
Public sector managers applying team management within institutional constraints.
Consultants coaching leadership teams on distributed virtual team management.
Procurement and contracting staff whose agreements set obligations around team management.
Course Modules
Distributed virtual team management: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Moving distributed virtual team management through people who do not report to you
- Write down the assumptions underpinning the approach to distributed virtual team management.
- Rehearse the briefing on team management that would follow an incident.
- Check that records of distributed virtual team management answer the questions likely to be asked.
- Compare the cost of team management with the cost of its absence.
Session 2Getting other functions to support team management
- Agree the indicators that will show whether distributed virtual team management is improving.
- Write down the reasoning behind your position on team management.
- Set the review point at which distributed virtual team management will be reconsidered.
- Confirm that those complying with team management understand why it exists.
Team management: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Delegating team management without abandoning it
- Check whether incentives anywhere reward behaviour that undermines distributed virtual team management.
- Arrange the handover of team management so capability survives staff changes.
- Agree the standard on distributed virtual team management and confirm it applies to everyone.
- Identify the conversation about team management you have been postponing, and schedule it.
Session 2Moving team management from approval to execution
- Identify where judgement in distributed virtual team management is legitimate and where it is not.
- Set out how exceptions to team management are requested and approved.
- Assess the workload distributed virtual team management adds and what you will remove to make room.
- Record what was learned when team management did not go as planned.
Team management: building the bench and letting go
2 sessions · 8 pointsSession 1Deciding on team management when the information will never be complete
- Set the decision rights on distributed virtual team management: who decides, who is consulted, who is told.
- Confirm that the people affected by team management heard it from you first.
- Establish what evidence demonstrates distributed virtual team management is under control.
- Ask the team what they think is wrong with the plan for team management.
Session 2Saying the thing about distributed virtual team management that nobody wants to say
- Name the person accountable for each part of distributed virtual team management, not the committee.
- Recognise publicly one person whose work on team management went unnoticed.
- Identify which function can quietly block distributed virtual team management and address it directly.
- Agree what will be standardised in team management and what will not.
Team management: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Recovering after a visible mistake on team management
- Test whether the team can explain distributed virtual team management in their own words.
- State the outcome expected from team management in a single sentence anyone can repeat.
- Establish the boundary of distributed virtual team management and record what sits outside it.
- Prepare how you will respond when team management is challenged publicly.
Session 2The hard cases in team management and how to reason about them
- Build the internal briefing that explains distributed virtual team management to those affected.
- Decide the point at which you would escalate team management.
- Set out the decisions in distributed virtual team management that require sign-off and by whom.
- Collect evidence on the present handling of team management before proposing changes.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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