You are not a control freak. You are not a micro-manager. (Keep repeating this until it either feels true or you decide to stop being a control freak micro-manager.) Still, your life would be a little less stressful if you just knew what was happening with the team members who work far from you. You’re
By Wayne Turmel Many organizations aren’t quite sure where to start when it comes to helping their leaders adapt to a world where half their people are in the office, and others are scattered to the four corners of the world (or the nearest Starbucks.) In our book, The Long-Distance Leader: Rules for Remarkable Remote
In the August 6 Chicago Tribune, the lead story in the Business section was how there are pros and cons to having employees work remotely. This hardly seems like ground-breaking journalism, but there were some excellent points made in the article that tend to get lost in the binary, either-or discussions that usually take place
By Wayne Turmel One of the most common mistakes organizations make when rolling out team technology (think Skype for Business, Slack, and the like) is putting IT in charge of its selection, rollout and upkeep. That’s probably not the best plan. While it’s their responsibility to keep things running, and they need to be involved,
By Wayne Turmel Many organizations don’t have a plan for helping their project teams or managers work with remote employees, because officially, they don’t exist. I hear a lot of our clients say things like: “We have people who work from home occasionally, but we don’t have full-time teleworkers.” “We don’t have remote teams…. But
By Wayne Turmel The workplace today communicates electronically, at the speed of light, and largely in writing. This wasn’t always the case, but there’s no sense moaning about that fact. In fact, it’s become so common to use tools like email, text, and Instant Messaging that we’re kind of numb to the effect of our
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