While a host of studies have found that telecommuters are more productive and happier with their work, new research paints a less rosy picture of managing virtually, finding that bosses who don’t share a space with their reports perform slightly worsel than co-located supervisors.
If miscommunication or fuzzy delegation of responsibility can hurt co-located teams, these mistakes can torpedo virtual ones. That’s why experts on managing virtual teams stress talking not just about what you’re working on, but how you’re going to work on it as well.
The five partners in charge of Flip Flop Shops run their expanding franchise out of home offices spread across North America. How does this entirely remote team keep the business on track while maintaining a flip-flop friendly lifestyle? President Brian Curin fills us in.
Onboarding any employee can be tricky, and getting new virtual employees up to speed is even trickier. In fact, the process has so many potential pitfalls that some CEOs recommend you skip it entirely, training remote workers face-to-face instead.
Many digital freelancers earning U.S. dollars are now receiving substantially less for the same work, as their own nations’ currencies gain strength against the U.S. dollar. The rates that U.S. companies offer to remote workers may no longer compete with their local firms.
A challenge of managing a virtual team is getting timely and thorough participation from team members. One way to ensure everyone has their say — or is at least given the opportunity to provide input — is to apply some principles of crowdsourcing to internal team communications.
As virtual worlds become prevalent in business, we need to learn how to present ourselves effectively. Since first impressions count just as they do in face-to-face teams, we need to take our virtual appearance seriously. In these environments, appearance is based on our avatars.