The Virtual Manager: Cutting-Edge Solutions for Hiring, Managing, Motivating, and Engaging Mobile Employees
Kevin Sheridan
Language: English
Pages: 224
ISBN: 1601631855
Format: PDF / Kindle (mobi) / ePub
The mere suggestion of employees working from home is enough to make many managers sweat. Faced with the prospect of managing an employee they can't even see, many discover that their managerial style just doesn't work anymore. As an increasing number of jobs can be executed from home, managers must learn how to adapt their leadership style to cater to remote employees. Based on years of research, The Virtual Manager provides any manager with the tools he or she needs to successfully work with virtual employees. Trust us: it's not like managing office-bound employees! This book is a tell-all user manual for a new generation of managers. To stay competitive in a global marketplace, it is essential to incorporate virtual employees into talent management strategy. The Virtual Manager arms managers with the knowledge they need to be become effective virtual leaders, including actionable advice on how to: *Leverage the top engagement drivers for virtual employees *Develop or alter policies and procedures to fit virtual employees' needs *Impact business outcomes through a flexible work strategy
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The first time, is working remotely. In the course of corresponding more frequently via e-mail, Nate realizes his written communication skills are not very strong. Nate researches online to gather business writing tips and requests permission from his manager to attend a Webinar on effective communication. Self-Disciplined This third “self” characteristic is typically what managers think of first when they think about desirable qualities in virtual employees. The term self-disciplined.
Arise. They will go above and beyond to abide by the organization’s protocols, recognizing that there is a reason these policies are in place. Their loyalty to the organization will help hold them accountable to following the correct protocols. In all of the aforementioned ways, engaged employees contribute to increased profits and cut bottom-line costs. The best virtual managers will recognize the importance of engagement, and will work with their team to create a team of engaged virtual.
Be judged based on their output and not their personality. Management may not be aware of these employees’ leadership qualities, as their interactions with coworkers are never observed. Boomers may also not have the opportunity to observe other roles that may be of interest to them when they are isolated in their own office or across the world. Effective virtual managers must ensure Boomers know they will have the opportunity to advance despite the distance. Provide career courses and personal.
Shouldn’t allow anything to stand in your way,” will make choices based on what helps them personally advance. Explaining how decisions were made will thus be more difficult when communicating across cultures, as factors in the decision will be weighed differently, leading to disagreement. Collectivist cultures also may struggle with virtual work, especially working remotely and in isolation, as they are more comfortable with group efforts. Virtual managers must create a culture within their.
Personal interactions. Along these same lines, when employees work virtually, they are likely less inclined to feel as though they are part of an organization. The lack of strong friendships with coworkers, which are the “unsung hero of retention,” will contribute to feelings of disconnect. Detached virtual employees may be uninvolved and less committed, and may even contribute a reduced amount of work, thereby hindering the organization’s outcomes. Managers need to consider ways to tie remote.