This is the first post in an ongoing series where we interview experienced leaders of virtual teams and share their insight with you. First up, is Stan Kimer, founder and president of Total Engagement Consulting by Kimer and a long-time leader at IBM, where he managed virtual teams. Below we share four pieces of advice he wants

By Wayne Turmel We know that a big part of working remotely and managing teams is to set clear goals—people need to know what they’re supposed to do, by when, and to what standard. That’s great, but there can be an awful lot of drama before it’s all over. Between assigning tasks and checking them

 By Wayne Turmel One of your jobs as project leader is to keep all your team members (no matter where they are located) focused on the same team goals. That can often feel like herding cats. It’s quite easy for team members to lose sight of larger team goals because: They are so focused on the

By Wayne Turmel When leaders first experience working with remote employees (whether they are part-time teleworkers or full-time virtual team members doesn’t seem to matter much), one of their first concerns is: “How do I hold people accountable for their work?” While that seems like a reasonable question, it’s not what most people are really

Want to drastically improve your online presentations, meetings and training sessions? Count to five. But we’ll get to that in a minute. One of the reasons virtual meetings fail so miserably is that team leaders, that’s you, often don’t give people enough time to respond when they ask for  input, questions or comments. To encourage engagement,

By: Mark Miller Culture is important whether you have a remote team or not. It’s an intangible piece of every organization and its importance is often overlooked. Company culture is the formula that guides your team, inspiring and motivating them. It’s what draws and retains great talent and ultimately, it plays an important role in

By Wayne Turmel According to the Project Management Institute (PMI), nearly 90% of projects are conducted by teams where everyone doesn’t share a workplace. It might be because they have teleworkers, or they may have teammates on the other side of the globe. No matter how these teams are assembled, there are three complaints they