Training and developing personnel to take on the key roles of leading international interfaces in virtual team projects is an ongoing task for most businesses who operate in the space. This article considers some of the reasons the development of personnel for these roles is important.
All too often organisations send personnel off on international project assignments with little to no support. They receive a visa, a plane ticket and a contract and that’s about it, the organisation then trusts to luck and the employee’s skill that the secondment and the project associated with it will be a success.
It really does not have to be that way though, a little bit of training, some mentoring and coaching and general support than the outcomes can be so much more predictable.
This article is for those on the receiving end of these poorly planned placements, tips to survive when thrown in at the deep end on an international project.
Securing personnel for international or intercultural assignments and postings can be a difficult task. It is generally easier to find candidates with the right technical skills than the right cultural and motivational ones, yet, getting the motivational balance wrong can lead to major issues as the deployment progresses.
This article looks at some of the issues associated with finding those right personnel for your needs.
Finding real, genuine leadership role models in the crowded and highly distorted modern world is a major challenge for aspiring leaders. All too often they are left choosing between a media creation on a TV show or in a movie, a politician or a sporting personality, when the people they really need to be emulating are the business leaders, business leaders who are unable to show their true colours because of corporate spin and media control.
Building a successful international project team relationship requires a broad span of abilities, these range from whatever the technical needs of the role are to many interpersonal and cross cultural abilities. This article discusses some of the ways an organisation can access and utilise many of these skills, skills that can be either internally or externally sourced.
Selecting personnel for an expat assignment is a critical activity that can have major impacts on the overall outcome of a project. Pick and send the right people and you will have a solid and productive team who will take care of each other and deliver the best project possible, pick poorly and your project outcomes could be very disappointing and personnel will not have a good experience.
I am delighted to say that I have had an article published in ICCPM Connect, the quarterly journal of the International Centre for Complex Project Management. In the piece I discuss some of the attributes and skills needed to successfully lead a virtual team in a large and complex project environment.
This article looks at some of the challenges faced when setting up a new virtual team in establishing and building contact between the locations and the personnel. This first contact can be challenging from a cultural and organisational perspective, with many different barriers blocking what is a vital part of the organisational configuration.
Achieving value from your training budget investment is an ongoing challenge for many projects and businesses, securing the budget is sometimes the easy part, with demands from all corners on its use. This article however argues that at least a portion of a training budget should be spent on leadership and communications skills.
Something as simple as the complexity of language used in teleconferences in virtual teams, particularly those involving personnel for whom English is a second or third language, can lead to confusion and a sense of exclusion. This article argues for the use of a simple project vocabulary to enable all personnel to speak more or less on a level platform.