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Darleen DeRosa. Leading at a Distance
Praise for Leading at a Distance
LEADING
AT A DISTANCE
Preface: “The Most Obscure PhD in History”: The Story Behind This Book
Table of Contents
List of Illustrations
Guide
Pages
Introduction: The Virtual Revolution
Accelerating an Existing Trend: Virtual Work Is Here to Stay
A Tale of Three Perspectives
The First Perspective: Net Positive
The Second Perspective: Net Negative
The Third Perspective: Somewhere in the Middle
Our Perspective: Working and Leading at a Distance Is Here to Stay
The Big Questions
Notes
CHAPTER 1 What We Learned from the Pandemic: Our Research Shows Remote Work Is Here to Stay
Our Research on the Virtual Experience During a Pandemic
Key Findings
Leaders Have Responded with Resilience, Authenticity, and Agility
The Hybrid Model May Be Here to Stay
Productivity Has Not Been Negatively Impacted
Technology and Time Zone Differences are No Longer Barriers
Work-Life Balance Is a Net Positive
More Opportunities for Learning and Development
Burnout Is Real
Middle Managers Aren't the Only Ones Facing Burnout
People Miss the Personal Connection with Colleagues
Innovation Is at Risk
Organizations Are Struggling with Remote Onboarding
The Bottom Line
Notes
CHAPTER 2 No Trust = No Team: The Formula for Building Cohesive Relationships Virtually
Warning Signs of Low Trust
Examples of Low Trust
Examples of High Trust
Building Trust in a Virtual Team: The Credibility Factor
The Bottom Line
Note
CHAPTER 3 What Does Good Look Like? Profile of High-Performing Virtual Teams
Team Composition
Stable Team Membership
Fewer Team Members
Team Members Are from the Same Function
Team Members Belong to Fewer Teams
Longer Tenure as a Team
Communication and Training
Face-to-Face Meetings
Effective “V-meetings”
Well-Leveraged Technology
Skill Development
Leadership and Management
Common Problems That Hurt Virtual Team Performance
Who Is Doing What? How Do We Shift Work as Priorities Evolve?
Lack of Clear Roles Among Team Members
A Lack of Engagement
Lack of Accountability
Micromanaging
Conflict Avoidance
The RAMP Model
Relationships
Accountability
Motivation
Process
The Bottom Line
CHAPTER 4 How to RAMP Up Your Virtual Team's Performance: A Blueprint for Success
Tips to “RAMP Up” Your Virtual Team Performance. Relationships
Conversation Channels
Team-Building Software
Videos of Company Events
Quizzes
Virtual Photo Competitions and Submissions
Coffee Meetings, Team Challenges, or Pizza Parties via Video
Digital “Bonfires”/All Company Meetings
Accountability
Motivation
Process
The Bottom Line
CHAPTER 5 Out of Sight, Not Out of Mind: How to Inspire and Motivate from Afar
Find Ways to Recognize and Reward Employees
Get to Understand the Values of Your Remote Team Members
Help the Team Find Its “Why?” and Then Focus on the “How”
Create a Sense of Purpose and then Focus on the “How”
1. Organization
2. Relationship to the Organization
3. Self
4. Relationship to Others
Become a Storyteller
The Bottom Line
Notes
CHAPTER 6 “You're on Mute”: The Ultimate Guide for Hosting Virtual Meetings
Before the Meeting. Confirm That a Meeting Is Really Necessary
Build an Effective Meeting Agenda
Overcoming Time Zone Barriers When Scheduling V-meetings
Running the Meeting. The Facilitator's Role
Maintain High Levels of Engagement
Stay on Track
Know Your Audience and Plan Accordingly
Cross-Cultural Tips
The Five Types of Disruptors in Virtual Meetings and How to Handle Them
The Multitasker
The Noise-Bringer
The Disorganized and Late
The Interrupter
The Checked Out
A Few Important Caveats About Media Richness: Video Burnout
The Bottom Line
Notes
CHAPTER 7 Hiring Without a Handshake: Discovering Successful Virtual Leaders
Create a Dynamic Profile That Reflects Your Future Needs
Defining the Requirements: What Should I Look for in a Great Virtual Leader?
Walk the Talk: Virtual Interview Best Practices
Virtual Hiring: A Net Benefit for All
The Bottom Line
Notes
CHAPTER 8 Surviving Day One: A Toolkit for Remote Onboarding
Onboarding CEOs and Senior Executives
Four General Onboarding Recommendations
1. Get Off to a Fast Start
2. Establish a Foundation of Strong Relationships across the Organization
3. Explain the Company Culture and How Work Gets Done
4. Set Clear Expectations and Connect the Individual's Work to the Broader Organizational Mission, Vision, and Goals
Conclusion
The Bottom Line
Notes
CHAPTER 9 Continuous Improvement: High-Impact Coaching and Accountability at a Distance
Principles of Virtual Coaching
Skill 1: Paraphrasing
Skill 2: Empathizing
Skill 3: Questioning
Skill 4: Focusing on Behavior
Skill 5: Using a Balanced Response Technique
Managing Accountability
Setting People Up for Success
After-the-Fact Accountability Booster: Three Coaching Questions
The Bottom Line
Notes
CHAPTER 10 The Culture Conundrum: Building and Sustaining Culture Virtually
Party Time: Creative Ideas for Hosting Culture-Boosting Events
Engage People in Planning
Offer Prizes
Send Customized Online Invitations
Exchange Donation Gifts
Kick Off with Team Video Content
Dress Up and Vote on the Best Outfit
Submit Videos of Kids and Pets
Share Memories and Traditions
Split into Groups for Games
Give Out Awards
The Bottom Line
Notes
Afterword: The Virtual Road Ahead
Some Sectors Are More Suited to Virtual Work
The Gender Gap May Grow Even Wider
Leaders Will Be More Selective with Business Travel
Technology and Innovation Will Accelerate Virtual Work
For Some People, Remote Work Will Be Unsustainable
In a Virtual World, Everyone Must Behave Like a Leader
The Hybrid Model Will Present New Kinds of Challenges
Notes
Acknowledgments
Acknowledgments from Jim Citrin
Acknowledgments from Darleen DeRosa
About the Authors
Index
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