Flexible workplace initiatives, telework, and supporting worker mobility within the office all have recognized benefits for individuals and organizations, but these programs often encounter challenges that hold them back from fully or rapidly achieving their goals. Resistance from managers is the most-often cited reason and this push back or lack of buy-in often stems from having to manage based on performance rather than line-of-sight.
Two virtual workplace experts, Debra Dinnocenzo and Emily Klein, share their experiences and discuss techniques and tools leaders use to successfully manage a distributed workforce. They discuss the competencies that virtual leaders need to be effective and what sets these leaders apart in managing performance which leads to success and achieving desired outcomes.
- What makes mid-level managers resist managing teams that include remote or virtual workers?
- Which approaches or techniques work best for overcoming these issues?
- What skills are needed to move up to managing remote teams and individuals?
- And more