Improving your Remote Team Relationships
Outline for a one-day seminar


The trend to offshoring and outsourcing is one which will continue to increase the way companies work in the new economy. Managing these remote teams requires a set of new skills and expertise.

The discreet culture of private banking would have precluded every thought of prospective clients being approached "cold". However, time and competition has brought new pressures to bear. Attracted by significant profit margins, recent entrants into private banking have been canvassing the market-place without hesitation. Established players are currently recruiting dedicated New Client Acquisition Teams, but their effectiveness is dependent on ability, confidence and the skill with which prospective clients are approached.

“If it works face-to-face, it may work remotely.
But…if it doesn’t work face-to-face, it will definitely not work remotely.”

Aims of the Seminar

		To understand the impact of cultural differences in doing business remotely
		To improve your communication (getting through) with your team colleagues and “speaking their language”
		Improve your understanding of the way your colleagues think, work and behave
		Improve your overall management and motivation of remote teams

Course Outline

The Importance of Culture
		Why culture?
		Understanding the importance of culture – an exercise
		Definition of Culture (The Cultural Onion)
		Using cultural differences to your advantage
Key Differences with Culture
		The importance of hierarchy and age
		The significance of family/networks/relationships
		Communication:     English: the same language?     Tone of voice, the use of silence     Choice of words: language, concepts, meanings
		Negotiation:     What negotiation means in different cultures     Practical guidelines for negotiating with other cultures     Time/deadlines/price – achieving win-win
Key Differences in Managing Remote Teams
		The three dimensions: Time/Distance/Diversity in People
		Same team – same rules? – an exercise
		Building trust and commitment
		Who’s in control?
		Managing People and Relationships:     Business is personal (exercise)     Understanding their drivers and motivators     Understanding their attitude to work/money/rewards/status     Difficulty to admit problems (Saying Yes/Saying No)     Reluctance to ask if they don’t understand
		Managing Meetings:     Understanding purpose of meetings     Decision making: who decides, when and how?     Communicating across culture and time     Reduce conflicts and improve buy-in     Attitude to time and deadlines     Language on the phone     Effective use of technology: e-mail, conference calls     Agenda, minutes, and action
		Who’s in control?
Conclusion
		An ACTION plan to improve your remote management