Geographic distance within a team

Deb-

We agree! And we already have done a podcast on virtual teams, in October of last year. :wink:

Mark

Hey Deb,

you might want to also listen to the middle management lobotomy podcast - kevin follows the MT way, but has a geographically spread team, and often discusses the difficulties and opportunities that brings. I like it because he's in the same place we are.. having great ideas, and then trying to implement them!

You can find it here: http://mmlpodcast.libsyn.com/

Wendii

My team is geographically separated between East Coast and West Coast. My team on the West Coast is separated in 5 buildings over several miles. So I definitely have this challenge.

I have noticed a significant improvement by implementing 1on1s for myself. Another unrealized benefit of 1on1s is that people talk to each other about their 1on1s with me. Which was something they weren't doing before.

I am also planning on allowing everyone on the team to take a DISC profile and I am stressing communication as a key core team improvement area.

I am also leveraging weekly meetings, voice conferences, instant messaging, VoIP, shared portal, and desktop VTC. Another thing I just recently thought of doing was modifying my own email behavior by at least daily picking up the phone and calling someone for an answer vice sending an email.

The virtual team podcast from Manager-Tools is highly recommended. I am planning to do the once-a-year, get everyone together recommendation this year. That should enable the team to come together both professionally and personally.

Great topic!

Steve

Steve-

What's your experience with webcams for video chats?

Mark

Webcams can be very powerful but as time goes on they seem to lose their usefulness in 1 on 1 interactions (especially when working on tasks).

Some background ... I worked on a project for nearly 4 years that had desktop webcams, instant messaging, VoIP, and application sharing.

The webcams were used a lot for getting to know people and for direct discussions, but after a while the teams using the system resulted to VoIP (dedicated physical devices) plus instant messaging for 1 on 1 communication, and then application sharing for doing task directed work.

Most video work in my arena has transitioned to dedicated conference room VTC units or desktop units like those offered by Polycom or Tandberg.

My current set of systems does not technically support webcams but has dedicated VTC units, IM, VoIP, and some application sharing (for collaborative work).

Hope this helps.

Steve

P.S. To make matters a little more difficult for desktop computer webcams, we have some very specific computer network security requirements that make them difficult to deploy in some physical setups. So, isolating them to dedicated physical devices has been easier to do administratively, thus they become more utilized.

Back in the late 90's I managed 10 staff, 9 of whom were in other cities. Over a four-year period that team became the top revenue producing team (among ten territories) each of my final two years in that position.

Early on, my boss had to slap me upside the head about my team building, but once he did, I set as my primary objective building an effective team. Not producing revenue and not producing reports.

To that end, I focused on creating better relationships with my staff through communicating more effectively. I made it a point to talk with each of them at least once every two weeks, either in person as I traveled with them or via telephone (other technology not available then). I also made sure these touches were not me calling to chew them out about something. I frequently called to ask their opinion or congratulate them on something I caught them doing well.

I made it a point to become a better listener (BTW, all 10 were female, I'm male). I cultivated the senior most direct report whom the others confided in and made it a special point to seek her input. [b]And I acted on that input when I could.[/b]

I traveled regularly with each of them to practice "management by walking around." I always found something to compliment them on and never provided feedback on more than one negative at a time. (Especially important with new staff.)

I went to bat for them with higher ups. I responded asap when they called with problems.

Now, most of this doesn't sound any different than if they had all been in the same office. Having successfully managed from a distance, I[b] believe that the primary difference is that the "distance" manager must be more proactive in communicating with direct reports.[/b]

I would have loved to have access to M-T back then. I would have been more effective at the "management trinity." Especially utilizing regular one-on ones although I practiced a cruder version of them.

Dale Carnegie once said that, "90% of all management problems are caused by miscommunication."

Bottom line (not up front ) When managing from a distance, be proactive in communicating. Look for opportunities to praise. Become a more effective listener. Work on developing a relationship with each person that meets their needs. Practice MBWA (This also allows you an opportunity to get feedback from people your remote directs interact with.)

BTW, I did not count e-mails as a primary method of communication. I frequently would respond to an e-mail by calling them and having a much more productive dialogue.

Regards,

Glenn

Hi,
My current team is spread out through Asia, Australia and New Zealand, over the last few years i've managed several different teams of similar structures for various different companies.

the one thing i've learnt from reading (and most importantly the hardway) Communicate via Voice / Camera, don't use email PICK UP THE PHONE.

As Steve Holden said (who saved me having to type all that out). Voice / Visual communication is the key to getting the relationships built, once they're built properly the teams will work.

Do it wrong initially and its a long hard road back.

regards
Stpehen

 Withdrew comment.