Thanks to technology and globalization, more and more business teams are working together across state lines and international boundaries.
Many corporations employ dispersed teams, where a manager in New York may communicate daily with colleagues in Boston, Los Angeles, and Singapore.
But even with an array of new Web-based collaboration tools at their disposal, most team leaders find managing remote teams extremely challenging.
The first challenge remote managers face is that their team may be dispersed over many time zones, requiring a healthy travel budget and the flexibility to schedule conference calls or online meetings at odd hours in order to accommodate everyone on the team.
Another challenge is the indisputable fact that not everyone possesses the self-discipline and drive to maintain morale, camaraderie and accountability while working independently.
In addition, many remote employees find it difficult to maintain consistency in communication and work flow.
Finally, the usual day-to-day “chit chat” and small talk that gets such a bad rap–but actually helps build relationships–is markedly missing on many remote teams, unless they make a concerted effort to build it into the work routine.
Read More How to Successfully Manage Your Remote Team
or download MP3
Great bosses have the knack of “staying in tune” with how their followers (and superiors, peers, and customers too) react to what they say and do.
The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.
Read More What Makes A Boss Great?
Today’s Leadership Leverage radio show welcomes a very unique consultant & author STAN SLAP. Stan will help us gain an understanding of how to live our values at work and translate them into becoming more truly committed and more emotionally invested to enhance the results of those that we lead. For more information on Slap and his new book, Bury My Heart at Conference Room B, please visit: www.burymyheart.com
In 1912 a management consultant, Ivy Lee, called on Charles M. Schwab of the Bethlehem Steel Company. Lee outlined briefly his firm’s services, ending with the statement: “With our service, you’ll know how to manage better.”
The indignant Schwab said, “What we need around here is not more ‘knowing’ but more doing, not knowledge but action; if you can give us something to pep us up to do the things we ALREADY KNOW we ought to do, I’ll gladly listen to you and pay you anything you ask.”
“Fine,” said Lee. “I can give you something in twenty minutes that will step up your action and doing at least 50 percent.”
“O.K.,” said Schwab. “I have just about that much time before I must leave to catch a train. What’s your idea?”
Read More Priority Setting: "First Things First"