Utilizing a people-centric approach, Hubspot nurtures a top-notch company culture that drives the success of its teams, even virtually. This is because their managers focus more on employee growth and success rather than quotas. Intentional Leadership Creates Great Virtual Teams Advertisementsįor CRM giant Hubspot, the shift to remote work was seamless.virtual teams? Please comment, post and keep the conversation going. What's your experience been with remote vs. When it comes to working remotely or virtually, the terms are different, but the object of both is the same in the end. You can treat even your co-located teams as though your work together depends on teamwork, great communication and as if people have a choice in how well they do their work and how much effort they give. Of course, if you're reading this there's another option. That sounds so much more impressive than "making sure they do the work you ask for them and not just what their real boss wants them to do". One term for this is "discretionary mindshare". Your ability to praise, cajole, urge and monitor your team's work is done through influence rather than the ability to instill fear for their jobs. So what this really means is that the leader of a virtual team has a unique challenge. (You can hear an entire conversation with her on The Cranky Middle Manager Show podcast) In her book, Leading the Virtual Workforce-How Great Leaders Transform Organizations in the 21st Century, Dr Karen Sobel Lojeski talks about the difference between "physical distance" (you're not all in the same place at the same time and often communicate primarily through email, phone, webmeeting and the like) and "virtual distance", where you are separated by function, culture (think accounting versus sales) and reporting structure. You have all the responsibilities of a normal project or functional manager and little real authority to make it happen through brute force. This means that the manager of a project has no "hire and fire" power or authority. The challenge is that you're not co-located, and much of your work together is mediated by technology.Ī virtual team has all the same struggles, challenges and opportunities for greatness as a remote team with one major exception: the team members might answer to different bosses. They answer to the person who does their performance reviews and has some (nominal, at least on paper) authority over them. In a remote team, the team works together under a single manager. What does this distinction mean to those of us trying to get our work done? Put simply it's about reporting structure. Most managers belong to one of these groups. If you've ever been on a task force or committee you've been part of a virtual team. 80% of managers have at least one report who sits somewhere other than in the same location as the rest of the group.Ī virtual team is a group of people brought together for a project or purpose but answer to different managers. While they all answer to the same organization and usually the same boss, they may physically be in different offices, cities, or even countries. Does that help? Didn't think so.Ī remote team is a group of people brought together for a unified purpose or project. In our continuing quest to make work life easier (or at least less soul-crushingly confusing), let's define the terms and why they matter.įirst, it's important to remember that not all remote teams are virtual (although they often are) nor are all virtual teams managed remotely (although they usually are). Do you lead a remote team? Or is it a virtual team? Is it both? The words get used interchangeably, but they are different animals.
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