- Carol Cochran, Director HR, FlexJobs
- Adnan Isakovic, Executive Consultant, Metaphorm Solutions
- Rick Lepsinger, Managing Partner, OnPoint Consulting
- Victor Lipman, President, Howling Wolf Management Training, LLC
- Barb Martin, Global Information Technology Executive
- Brie Rangel, Strategist, Impact Branding & Design
- Chris Roszell, AVP Rewards, Manulife
- Lynette Van Steinburg, Virtual Effectiveness Driver, Virtual Effectiveness Consulting
- Jane Watson, Head of People, Actionable.co
- Virtual team members must rely upon collaboration technology to communicate and collaborate.
- Management practices and approaches that work face to face do not always translate effectively in virtual contexts.
- Managers cannot rely upon spontaneous social interactions that happen organically when people are co-located to build meaningful and trusting relationships. Space and time need to be created in a virtual environment for this to happen.
- Observing an employee’s performance or development can be more difficult, and relying on others’ feedback becomes more critical for managing performance and development.
- Managing virtual teams does not require developing new manager competencies. Instead, managers need to “dial up” competencies they already have and adjust their approaches.
- Setting clear expectations with virtual teams creates the foundation needed to manage them effectively.
- Virtual employees crave more meaningful interactions about performance and development with their managers.
Impact and Result
- Create a solid foundation for managing virtual teams by setting clear expectations and taking a more planful approach to managing performance and employee development.
- Dial up key management competencies that you already have. Managers do not need to develop new competencies; they just need to adjust and refocus their approaches.
This guided implementation is a one call advisory process.