While the benefits of telecommuting or working from remote locations are numerous, so are the pitfalls. Especially for the manager who faces the daunting task of building a cohesive team of employees when not everyone is on-site.

Balancing deadlines, projects and employees’ personalities can be a juggling act when workers actually show up at the office each day. Add ‘virtual’ workers to the mix and that juggling act can end in a resounding crash if a manager isn’t prepared to overcome the many obstacles of being a ‘virtual’ manager.

So how can a manager successfully lead a team of workers who might never meet face to face? The secret lies in understanding the dynamics of building and leading a virtual team. Successful virtual managers realize they can’t just cut and paste the skill set for ‘traditional management’ to lead a virtual team, according to Colleen Garton, international project manager and author of Managing Without Walls (MCPress, 2006).

“Today many virtual and outsourced projects are failing due to managers’ lack of expertise in virtual management,” Garton said in a release. “The successful virtual manager has developed the knowledge and expertise needed to overcome the unique challenges of working together while the team is physically apart.”

The telecommuting trend shows no signs of slowing, with the International Telework Association and Council in Washington estimating 20 million Americans now telecommute. That’s why it is increasingly crucial for managers to develop and polish their virtual leadership skills.

Garton draws a clear and concise picture of the tools virtual managers need to successfully lead their team. Garton also outlines the challenges posed by a virtual team; where personality clashes and office politics can still take a detrimental toll.

“A virtual manager must learn how to recognize, manage, and control virtual politics and virtual conflict,” Garton said. “Managers need to understand how virtual communication differs from traditional communication and how to effectively communicate to build a team.”

Managing Without Walls also provides keen insight to improve communication when a team includes workers who live in another time zone, or overseas. Garton demonstrates the importance of understanding the subtext of a conversation and how cultural differences can dictate an employee’s behavior. Equally important, the book explains how managers can overcome the problem of missing out on non-verbal cues, which is a cumbersome barrier to effective communication. Using a variety of business scenarios and easy-to-read charts, Garton is straightforward and direct in delivering the salient points of successful virtual management.

In a highly competitive and always changing world market, Garton’s goal is to prepare readers for the challenges of virtual management. According to the author, “whether a team has 1, 20 or 200 virtual workers, traditional methods of management fall short in the virtual world. Unless managers can adapt quickly to this new business model by making changes to the way they manage and communicate, they will not be successful. Managing Without Walls shows them how to develop the tools for success.”

For more on Managing Without Walls, visit www.mc-store.com/5081.html.