Total Duration 46:07
Let's face it: it's challenging enough to lead and deliver when your team is all together in one location! The problems compound when team members are distributed across multiple locations and perhaps even time zones.
When is the best time to meet? How often? How can we help this team truly work together and feel like a team? It's a real challenge for those who desire to excel at delivering projects and leading teams in today's virtual workplace.
I've had to learn many lessons the hard way while managing distributed teams that include offshore development. What I've learned over the years is this: great teams, whether located together or spread out across the globe, don't just happen. We have to absolutely be intentional about forming, developing, and maintaining them. If we don't we always leave much needed productivity on the table.
These days when I'm looking for fresh insights on virtual teams and leadership I turn to my colleague Dr. Karen Sobel Lojeski, author of Uniting the Virtual Workforce: Transforming Leadership and Innovation in the Globally Integrated Enterprise. Her views on leadership and team development in a virtual world are always timely and insightful. I look forward to your feedback on my interview with her in this episode.
You can learn more about Karen and her company at http://www.virtualdistance.com/.
A major part of team effectiveness comes down to relationships. In fact, just about everything in business and life comes down to relationships, which is the main point of our keynote presentation entitled The Dirty Little Secret of Business. Though the title sounds provocative, the message is clear: whether we're talking about your individual success or that of your company, chances are it is heavily dependent on the strength of relationships.
Contact me at andy [AT] i-leadonline [DOT] com or toll-free at 866-884-5323 to learn more about how this keynote can put an exclamation point on your upcoming company or department gathering, offsite retreat, or association meeting.
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