Managing Remote Teams

Managing From A Distance
By Emmie Alexander
You've just learned from a colleague that Joe, one of your employees, is delaying progress on a very important project. On your way to lunch you pass Joe in the hallway and ask, "Could you stop by my office this afternoon? I'd like to talk with you about the project." In the cafeteria you spot Sandra, an extraordinarily talented new member of your team, and join her for a quick conversation in which you offer her a suggestion that will help her solve a difficult problem she's wrestling with.
All in a day's work, you say? But what if Joe and Sandra don't work in your building... or in your state? What if all three of you work in different time zones? How do you address Joe's lack of urgency? How do you support and coach Sandra? Managing a team you see every day is challenging enough. Managing from a distance significantly raises the ante. And the current economic crisis probably means even less travel by managers to meet with dispersed team members face to face.
Leaders of geographically dispersed teams tell us they worry over the following questions:
How can I really know what is going on, day to day? What if they're just telling me what they think I want to hear?
How can I identify potential problems early, figure out why performance is off track --and get them back on track --when I'm not there to see what they're doing?
How can I provide the kind of coaching that helps turn good employees into great employees?
How can I keep everyone focused on continuous improvement?
How can I effectively motivate and energize my team --from a distance?
How can I make sure my best performers feel connected to the company so they'll stay with us, when they see their manager (me) only once or twice a year?

(read more at December 8 Newsletter)

Business Writing--the introduction

(from 12/15/08 Learning LinksTM)
The purpose of this Learning Links edition is to give you a sure-fire way to get started when writing a document and to focus the attention of the reader on the subject immediately.
Please re-read that opening line. In the opening line above, you'll find a formula for getting started on writing any document--letter, report, email, whatever. In other words, when you find yourself staring at an empty screen or a blank piece of paper, simply write "The purpose of this document is ..." and fill in the blank. If you can answer that simple question, then you are clear about what the document intends to do. If you cannot complete that sentence, you need to think some more about your intentions in writing the document.
Keep in mind that business writing is all about efficiency and clarity of communication. Vague terminology, wasted words, rambling sentences, story-like writing if only serve to frustrate the reader and short-circuit the communication. Too many times, business communication reads like a fairy tale--it opens with a vague phrase not too unlike "Once upon a time" and rambles like Little Red Riding Hood in the woods until it finds the point it wishes to make.
Your opening sentence should make clear to the reader what it is that you want them to do as a result of the document you're writing, or least make crystal clear the subject.

Presentations Series

Our series on Presentations has generated a lot of comment to us that did not make it to the blog. People are really tired of tired presentations! It actually takes only a little time to make the presentation more effective--and that is offset by the peace of mind (and reduced nervousness) you have when you actually deliver the presentation.

So why the problem? Is it ignorance of the techniques? Laziness? Give us your thoughts.

And while you're at it, what are the trouble spots for you in written communication. We really want to focus on that soon!