Business
Managing Employees in Todayís Virtual World
By Twit
Dec 26, 2006, 06:51

Millions of Americans do it every workdayóhead to their home office instead of their car to start their day.

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 employeesí personalities can be a juggling act when workers actually show up at the office each day. Add ëvirtualí workers to the mix and that juggling act can end in a resounding crash if a manager isnít prepared to overcome the many obstacles of being a ëvirtualí 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 canít just cut and paste the skill set for ëtraditional managementí to lead a virtual team, according to Colleen Garton, international project manager and author of Managing Without Walls (MCPress, 2006).

ìToday many virtual and outsourced projects are failing due to managersí lack of expertise in virtual management,î Garton said in a release. ìThe successful virtual manager has developed the knowledge and expertise needed to overcome the unique challenges of working together while the team is physically apart.î

The telecommuting trend shows no signs of slowing, with the International Telework Association and Council in Washington estimating 20 million Americans now telecommute. Thatís 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.

ìA virtual manager must learn how to recognize, manage, and control virtual politics and virtual conflict,î Garton said. ìManagers need to understand how virtual communication differs from traditional communication and how to effectively communicate to build a team.î

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 employeeís 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, Gartonís goal is to prepare readers for the challenges of virtual management. According to the author, ìwhether 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.î

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