Every outsourcing engagement goes thru the pulls and pressures of work.  The concept of do more with less has pushed both sides of the outsourcing engagements to the brink at times.  The combination of pressures arsing from people, process and technology impacts people (human beings) the most.

Sometimes finding the way forward takes some self-reflection. If you’re feeling stuck, frustrated or tired of dealing with the same problems again and again, there might be solutions right in front of you that you just can’t see.

Lack of mentoring and support structures on both sides at times leaves resources perplexed.

Here are the four questions can help clear away your mental blocks so that you can move forward.

1. What’s your mindset?
Start by looking at your attitude about your situation. What are you telling yourself? For example, it could be:

• “I don’t have the energy to deal with this.”
• “Why try harder? It won’t really make a difference.”
• “Things will never get better.”
• “Why do I care”
• My loyalty is limited to myself”

Your mindset may be the very thing that’s holding you back, because it affects your choices and how you engage with others. If you find that your self-talk is negative, what messages do you want to replace the current ones with so that you can make more progress?

2. What are you tolerating that you need to let go of?
We all have things, large and small, that we tolerate in our lives. When you hold onto them for too long, they can significantly affect your progress. Take a look at the list below to see if any of these apply to you:

• Being disorganized, resulting in unproductive time
• Failing to plan ahead, allowing lower priority work to take over
• Doing work that others should be doing because of a failure to hold others accountable or delegate

What one small change can you make to free up some energy, and create capacity to find a solution?

3. What choices are you making that are keeping you where you are?
Things typically don’t just happen to us. Outcomes are usually the result of a series or choices that we and others have made along the way. When we make some choices over and over again, they form patterns that may not serve us well.

So, if you’re frustrated by what’s going on around you, ask yourself how you are enabling that situation to continue. The following questions may provoke some ideas:

• Do you keep trying the same approach, but expect a different result?
• Are you putting off a difficult conversation?
• Have your engaged others in solving the problem with you (e.g., escalated the issue that needs to be addressed)?

As you consider the questions above, what do you notice about your own behavior?

4. Are you burnt out?
Finally, your physical health could be a surprising factor that’s keeping you from making progress. Are you getting enough sleep? What does your diet look like? Feeling physically drained can lead you to make more emotional rather than rational decisions. Even getting 15 minutes more of sleep, making sure you don’t skip a meal, or taking five-minute breaks throughout the day can make a big difference

In any outsourcing engagement, developing talent is directly related to improving maturity, gaining efficiencies and increase productivity on teams.

Managers who invest time and effectively develop talent have

• 25% better performers
• 29% more committed
• 40% more likely to stay than their peers

For exactly the above reasons, Building Talent” is one of the important dimensions in any outsourcing engagement. Building Talent over a period of time helps develop maturity on the teams and pays immensely to retrain other resources as new recruits join. If you understand the pyramidal structure in any relationship, the longer the resources stay and move to the top of the pyramid, they help guide others at the next levels helping with maturity.

Here are three ways you increase your own effectiveness in developing the talent on your teams.

1. Make work meaningful – Many associates know what they should be doing, but they may not understand how what they do makes a difference to the business. Your job is to connect the dots. People who understand how their work fits into the bigger picture are more engaged, higher performers, and more likely to stay with the account. Take every opportunity to help your teams understand the impact of their work on your outcomes and how what they are doing is helping them develop professionally. Don’t assume it’s obvious!

2. Check-in regularly and deliver feedback in real-time – Performance feedback, whether positive or constructive, shouldn’t be limited to formal mechanisms, via their Managers or during mid-year or end-of-year discussions. Checking in with your direct reports on a regular basis and delivering real-time feedback creates transparency and encourages two-way discussions. And when you check in, don’t just talk about performance. Take time to ask questions about your associates’ overall experience as well—you’ll likely learn something new and insightful, and they will feel heard!

3. Assign a variety of projects to build capabilities – know the 70-20-10 rule? 70% of our development comes from our day-to-day work, 20% comes from mentoring and coaching, and 10% comes from formal training. Day-to-day work activities are the best opportunities to help associates strengthen and develop new capabilities. Assign a diverse set of projects that will challenge your associates to continue adding to their personal portfolio of skills and knowledge.

Don’t forget to use collaboration tools if you cannot get face time, if you do get an opportunity to meet use that to your fullest advantage.

In my last post I covered most of the tips and techniques to adapt, lets look at some more additional tips to succeed.

1. Build a strong sense of team – bringing all team members together
It’s human nature to build the strongest relationships with the people that you spend the most time with simply because you get to know them better. Relationships are more important than ever now with the new realities in workplace with lot of gadgetry and the influence of millennials. When a colleague is simply a voice at the end of the phone or a name in the e-mail directory, it’s difficult to be as invested in their success as the person sitting next to you whose hobbies and kids’ names you know. Use every opportunity to know better and get insights from others as well where feasible.

In a project, it is vitally important to build a high-performing team where each team member feels as though they do have a responsibility to each of their colleagues on the team, where they feel that they are letting their colleague down if they are late or perform badly. That means that each team member has to be “real” to every other team member.

In a perfect world, I will try and hold a project kickoff meeting with all resources onsite so that the project starts with a strong foundation of people getting to know one another. But in reality, that isn’t always possible. What I will always try and do is create an environment where everyone views their colleagues on the team as complete people, not just resources responsible for tasks. There needs to be awareness of cultural differences and respect for people’s privacy, but there are a number of ways that this can be achieved.

I do think that it’s important to try and incorporate both voice and video in these initial kickoffs. With modern technology video conferencing, Skype, webcams are readily available and it’s always nice to put a face to a voice—again, it helps to create a sense that the person is more “real”. Of course the kickoff is just the first step in overcoming the communication challenges that can exist with virtual teams, and as we continue this article next time we’ll look at the remaining steps as well as bringing everything together as a cohesive project management approach.

Break down the barriers
It’s impossible to avoid communication barriers when you have virtual teams–physical distances remove the option of face-to-face communications, time differences may limit options for telephone conversations and language barriers may make direct communication virtually impossible. However, those barriers don’t need to create problems for the team, and I always work on the premise that it is the responsibility of the person initiating the communication to ensure that the barriers don’t prevent understanding of the message.

We do this all of the time in our daily lives–we talk to our children differently than we talk to our spouses, we speak differently with friends than with colleagues, we use different styles in formal versus informal communications, etc. With virtual teams, we need to apply this same approach to our colleagues, consciously attempting to provide messages in a format that the recipient will be able to understand with the minimum of “translation”. At the simplest level, that may actually be language translation–the person originating the message should ensure that the message is translated into the language of the person who receives the message, but in many cases the need is more subtle.

Consider a situation where the project manager needs to communicate a change to a virtual team. The change isn’t occurring in a vacuum–it’s come about as the result of various discussions, it has a knock on impact elsewhere on the project and potentially beyond the project, and it may have been approved only after consideration of a number of alternatives. While a virtual team may have some awareness of that, they likely won’t have as complete a picture as the team members who are co-located with the project manager–so the project manager needs to make sure that he or she communicates not only the change itself, but also enough background information to allow for the change to be understood and accepted.

Validate messages
The physical communication of messages is only part of the solution–the other key element is to validate that the message has been received and processed appropriately. This is something that happens automatically when teams are working in the same place–a simple “Did that e-mail make sense?” or “Did you have any questions about that change request?” is all that’s needed.

When team members are virtual, validation requires more conscious effort–and it also needs to be done in a way that is constructive rather than inadvertently belittling. I know of a virtual team member who got very upset when asked if he understood a change that had been introduced; he felt that the project manager was suggesting that he was too stupid to understand it (although that may well be evidence of failings in building a strong sense of team up front).

Validation really comes down to testing assumptions that are made, and there are a number of ways that this can occur. With a team that I have worked with quite a lot, I can get away with using simple voting buttons in e-mails–an underused piece of functionality that allows for basic feedback such as confirmation of comprehension or a request for further explanation. With issues that are more complicated, I will only use push-type communication methods like e-mail to provide backup material and will address the issue in a status meeting allowing for immediate discussion and indirect confirmation that the message has been understood (“How do you think that might affect you?” for example).

In some cases, validation can be built into the project portfolio management (PPM) tool, especially when communication is from the team to the project manager. An easy example is to have the project manager review and approve task updates that are provided by the team, but in this case all tasks should be reviewed–not just those from virtual team members that could cause a sense of double standards. The validation also has to be meaningful–if the project manager approves everything automatically, then the validation fails.

Appropriate technology use
Building on the concept of building validation into PPM tools, these tools now offer tremendous support for the management of virtual teams. Many include powerful collaboration tools or are capable of integrating with an organization’s existing collaboration software, providing a consistent platform for virtual teams to work together and share information. The problems start when project managers assume that the tool is capable of doing everything and that all users will embrace the tools in the same way. Just because tools offer collaboration tools doesn’t mean that people will maximize the benefits that those tools offer–we can all think of organizations that use tools like Microsoft SharePoint as nothing more than a directory structure.

The project manager needs to work with his or her team to agree on how the different features of PPM and similar software will be used for this specific project, and needs to monitor for compliance with that usage. In some cases, there may need to be further training and support provided to individuals to help them to become comfortable with the tool, and this can also be a way for team members to strengthen relationships with one another. I have often been in a situation where one office is more familiar with a particular tool than another, and I can then ask a team member who is more comfortable using the tool to act as guide and coach for virtual team members to help them in developing their skills with the tool. Frequently, the virtual team contains the expert users on such tools and end up teaching the “home” team on how to make the most of the tool.

Remain focused on positives
One of the biggest challenges with virtual teams occurs when things start to go wrong on a project. Because virtual relationships between team members are often not as strong as the relationships with people who are co-located, cliques can quickly develop resulting in people “taking sides” and pointing blame at others. This most obviously shows itself when the virtual team is from a vendor, but it also happens when everyone is with the same organization. Often the remote workers feel as though they are the victims because they don’t have immediate access to the project manager or key stakeholders, and they therefore don’t feel as though their positions are given fair representation.

It is vitally important that the project manager helps teams to stay focused on resolving problems and not pointing fingers at one another; he or she must clearly be seen to be objective, never allowing any suspicion that one group is being favored over another. While the steps described above and in the last article will help to create such an environment, there is still the potential for difficulties when problems arise. The PM must lead by example and act swiftly to correct any inappropriate behavior. During such stressful times, the barriers to communication may be greater, so the PM should focus on the best possible means of communication–telephone over e-mail, and ideally with voice and video to ensure that body language is also communicated and the potential for misunderstanding is minimized.

Conclusion
From what we saw in the last two posts it is no more apt to say this is “impossible” to be successful with a virtual team, virtual teams were becoming the norm so PMs would have to be able to manage them if they wanted to continue managing projects. Virtual teams have been a reality for many PMs for many years, but it is fair to say that they are still intimidating for many PMs and are viewed as somehow “different”. A quick browse of job boards reinforces that sense–many ask for experience with virtual teams if they are going to be used as if it is a different skillset than traditional project management.

lets also remember that fact that it does a disservice to those people who work virtually. Success with virtual teams comes from an ability to focus on effective communication and building teams with strong bonds between the team members–not always simple to do, but also not something that is fundamentally different from any other form of project management. If a PM finds that “impossible”, then I suggest that they look at their own skill set before anything else!

Improving productivity is one of major challenges that leaders face today. This is more so in a outsourced environment with challenges of remote workforce puts pressure on the clients to get their money’s worth. This is a wonderful compilation to utilize.

Here are the top 11 tips — from CIOs, IT executives, productivity and leadership experts and project managers — for getting the most out of your IT team.

1. Set goals — and be “Agile.” “Be Agile in your goal setting,” says Zubin Irani, cofounder & CEO, cPrime, a project management consulting company. “Have the team set goals for the quarter — and break the work into smaller chunks that they can then self-assign and manage.”

2. Communicate goals, expectations and roles from the get-go. “Provide your team with background information and the strategic vision behind [each] project, activity, task, etc.,” says Hussein Yahfoufi vice president, Technology & Corporate Services, OneRoof Energy, a solar finance provider. “Not only does providing more background and information motivate employees more, [it makes them] feel more engaged.”
“Everyone on the team should know what the target is that they are shooting for and what success looks like at the end of their journey,” adds Tony McClain, executive partner and client advisor, Geneca, a custom software developer.

“They must be crystal clear on the part they play in [the project] and how they will help the team get to the finish line,” McClain says. “It is critically important that every member of the team know and understand what they are a part of and why they exist as it relates to your organization.”
3. Provide tools and and infrastructure that promote collaboration and efficiency. “This is basically the cardinal rule for any IT manager,” says Wes Wright, CIO, Seattle Children’s Hospital. “Even the best team is only as effective as its resources and systems that they use day to day,” he says. “If you want to get the most out of your IT team, invest in the proper tools. Deploy incredibly secure, yet user-intuitive solutions that will cut down on manual hours and improve accuracy in identifying network problems.”
“Implement a structure that gives shared visibility and metrics to development and IT teams, so the health of an application [or project] is easily viewed by both teams once operational, and issues can be resolved more rapidly,” says Andi Gutmans, CEO, Zend, which helps companies develop and deliver mobile and Web apps rapidly.

“Having technology resources that allow communication across branch offices/locations when working on a cross-office project is a must,” adds Aaron Weiss, director of Marketing, HP LaserJet and Enterprise Solutions. “IT managers and CIOs [should be able to easily] share project status reports or information updates … via cloud document management systems that allow teams to easily provide updates to the status document.”

Furthermore, “CIOs can improve the organization’s efficiency by implementing a platform-agnostic solution to let users sync important work files and access them from any device, anywhere, anytime,” notes Ross Piper, vice president of Enterprise Strategy at Dropbox.

4. Streamline workflow — and reduce unnecessary tasks. “Teams want to deliver big things and sometimes we just need to eliminate the barriers,” says Charles Galda, CIO, IT Technology Centers and Services, GE Capital. “We have a program called TAP (Technology Accelerating Productivity) that gives simple tips on how to use technology better, from finding the best time for a global meeting across time zones, to getting travel logistics to Outlook seamlessly,” he says.

“We have another initiative to continually review manager approvals, notifications, etc., so we know when they no longer add value and can be eliminated. Eliminating unnecessary steps keeps employee momentum moving forward, making us faster and more agile in responding to customers,”
Furthermore, ask yourself — and have your department heads ask themselves, “Is every form, report, status update, email, memo and meeting really necessary?” says Steven A. Lowe, Founder/CEO, Innovator LLC, which provides custom software development, IT consulting and IT staffing.

“If a task to be done does not obviously and directly contribute to the goal at hand, see if it can be simplified or omitted,” Lowe says. And “ask the team for suggestions on ways to streamline the processes and what still-necessary tasks could be done by others.”

5. Hold regular team meetings — but beware the excessive meeting trap. “This is an opportunity to share the departmental vision with the team and get everyone on the same page,” notes Mazin Abou-Seido, director of Information Technology at Halogen Software. “We’ve found that by sharing the big picture [at monthly and quarterly meetings] it gives the entire team a better understanding of what we’re trying to accomplish and encourages everyone to work together to achieve common goals.”
Just be careful about falling into the excessive meeting trap. Schedule regular team or department meetings for either once a week or once a month, and make sure that the day and time are reserved on everyone’s calendar.

6. Reduce reporting and don’t micromanage. “You hired smart, talented people because they could get the job done. Now let them do it,” says Jonathan Bruskin, principal consultant and program management lead, Excella Consulting. “Micromanagement and oversight can kill creativity and morale,” he notes. “CIOs, execs and PMs [can] increase their teams’ productivity by communicating goals and clearing administrative obstacles.”
Also, “reduce the amount of reporting they need to do, so that they can focus on getting work done,” advises Christian Buckley, director of Product Evangelism at Metalogix, which provides content infrastructure software. “If more than 10 percent of their day is spent reporting on the work they are doing, something is fundamentally wrong,” he says. “Constantly review and refine reporting to keep your metrics optimized.”

7. Provide real-time feedback — both positive and negative. “Immediately and publicly recognize team members for accomplishments,” says Halley Bock, CEO and president of Fierce, Inc., which provides leadership development and training. “Conversely, address issues or areas that need improvement privately, and immediately. Real-time performance feedback empowers individuals to take ownership of their work, builds trust and lets them know where they stand at all times.”

8. Turn off distractions. “Block out working times department-wide where instant messenger is turned off and meetings are avoided,” says Nathan Gilmore, cofounder, TeamGantt, a provider of Web-based Gantt chart software. “Having hours at a time of uninterrupted work can cause team productivity to soar.”
9. Implement a smart pay-for-performance program. “At Halogen our employees set goals every quarter that tie into larger company objectives,” says Abou-Seido. “As part of our pay-for-performance program, individual employee goals are tied to our Management by Objectives (MBO) program, which offers quarterly bonuses for achieving the set goals,” he says.

“In addition to individual goals, team members also have shared goals, which encourage collaboration and teamwork. Employees work with their managers to set their goals, and, as such, are engaged in the process and highly motivated to achieve them,” says Abou-Seido.

10. Offer development opportunities. “Give employees a chance to step up and take on a new challenge or increased responsibilities,” says Bock. “Not only does the individual benefit from the development opportunity, it shows the entire team that there are learning and advancement opportunities available,” she says. It also illustrates that as a leader, you’re willing to take chances, and that you trust employees will try their best to be successful.”

11. Nourish them. Literally. There’s a reason companies like Google offer employees free food. “Make sure to keep your team well snacked,” says Ginny Hunter, happiness trailblazer at Groopt, a provider of Seb design and communication tools.

“Sometimes we all just need a little snack break, whether it’s a piece of fruit or an espresso, to keep us going through the day,” Hunter says. And “it is much more convenient [and productive] to be able to grab something in the office instead of walking down the street.