leading teams

Working on Dispersed Teams – Part 3 of 7

Working on Dispersed Teams – Part 3 of 7

What Remotees Want You to Know

Remote workers are an integral part of the workforce, but it can be easy to forget them. I can vouch that sometimes a remotee will pipe up from the conference room speakerphone, and we exchanged looks of shock and panic through stifled giggles because we forgot they were on the line. This isn’t a testament to a remotees’ value; they’re key players we need. Being out of sight can naturally let people fall out of mind. “If they’re at a disadvantage, why don’t they just speak up?” you ask. Some of a remotee’s visibility is within his or her control, but the rest is determined by the centralized team. It’s not a fair arrangement, but it can be fixed.

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Working on Dispersed Teams – Part 2 of 7

Working on Dispersed Teams – Part 2 of 7

Managers, How to Lead Your Dispersed Team

Since a dispersed team has a number of challenges, managing a dispersed team requires some unique tactics. I interviewed two highly respected Red Hat managers to explore good global leadership. Paul Frields is a software engineering manager who manages a global team and happens to works remotely himself. Deborah Curtis has led a variety of facilities groups, including the solitary office managers of Red Hat’s North American offices.

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