If nearly half of your employees were eligible to do something, would you have a policy for it? What if you wanted them to do something but they weren’t doing it? Surely there’d be a plan for that. But when it comes to teleworking, most organizations are just letting it evolve naturally, without much of
by Kevin Eikenberry, co-founder Remote Leadership Institute Productivity. In all my conversations with leaders about managing people remotely, this is typically among their concerns. If you’re a remote leader looking for answers on how your team can be more productive, consider whether you’re asking the right questions. Here are four questions you can ask your
by Randy Clark Whenever possible, before I present to a group on leadership development, I mingle with the audience and ask what obstacles they face in management. The hindrance to leadership that I hear most often is communication. From small start-ups to multi-billion dollar international corporations, it’s the same chorus. The most significant hurdle most
by Chuck Chapman, Content Strategy Coordinator The more things change, the more things stay the same. While technology changes rapidly and the work world becomes increasingly remote, the needs people have to be productive and successful team members have largely stayed the same. And even though project teams might be scattered across the globe, it’s
by Chuck Chapman We spend a lot of time here on RLI talking about the benefits of working remotely to both employees and employers. But what about those who do the hiring? What about those wonderful souls in Human Resources, the ones often playing “bridge-builder” to ensure both employee and employer are satisfied? If
by Kevin Eikenberry Remember the movie, Alien? The marketing tag line was, “In space, no one can hear you scream.” Well, the tagline for remote meetings might be, “On a conference call, no one can hear you check out.” Yes, all the names might be there on the screen as being present, but are they all
by Wayne Turmel Many people, when they think of “virtual” or “remote” project teams, immediately think of people scattered all over the globe. That’s actually a small percentage of the remote population, but it certainly has its own unique challenges. I spoke to one project manager who is getting ready to lead her first international
by Chuck Chapman, Content Strategy Coordinator Working remotely can definitely be less stressful than working at a traditional office or job site. The morning commute is much easier, save for those times when there’s a traffic jam by the refrigerator when you’re getting the creamer for your coffee. You save money on “work clothes”
by Chuck Chapman, Content Strategy Coordinator The project manager’s task is difficult. They’re responsible for seeing a project through to its successful completion, managing costs, materials and a host of logistical issues. But they also have to manage teams of people, over whom (most of the time) they have little or no executive authority. That’s
by Chuck Chapman, Content Strategy Coordinator How much is enough? How much is too much? These two questions are central concerns for managers and employees in our ever-increasing remote workforce. Some managers are reluctant to hire remote workers or allow current staff to work remotely because they’re concerned about workers staying on task. As Kevin
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