Category Archives: Organizations and Leadership: Flexible Workplaces & Innovative Cultures

The New Normal: Leading organization to thrive in a fast-change, mobile work world

It’s Time to Read Working Virtually if You Haven’t Already

It’s official – Working Virtually: Transforming the Mobile Workplace is a Best-Of Book!

One of Technical Communication‘s Best Books reviewed.

If you’ve already read Working Virtually, I’d sure love it if you’d post a review on Amazon! Thank you!!!

Book Review: Working Virtually: Transforming the Mobile Workforce. Volume 65, Number 2, May 2018 l Technical Communication 225

In Working Virtually, Hoefling laments that business and industry are failing to prepare employees for adapting to a new workplace evolution and that employee engagement (the finesse required to win hearts and minds) continues to erode. In her new edition, she stresses the radical changes inherent in our technologically driven workplace—including increasingly specialized project work that will demand contingent and contract workers who rotate on and off teams with regularity. Working Virtually: Transforming the Mobile Workplace is organized into 19 chapters and six parts, each averaging three chapters, and each introduced with relevant quotes by novelists, athletes, presidents, poets, and philosophers.

Hoefling writes with figurative language that make her message both relatable and inspiring, particularly when she refers to workers who grapple with “information anorexia or obesity” (p. 189). She borrows the central theme in her book from a Buddhist metaphor, an approach to virtual teaming she calls the “Threefold Path for high-performing teams” (p. 6). Embarking on this path begins after assembling a team with the requisite knowledge, skills, and aptitude.

The hard work begins with guiding the team toward negotiating shared values, norms, and structure that establish and maintain trust, which is essential for a virtual team to thrive. The second half of Hoefling’s book covers the richest information, including optimizing technology for communication and outlining recommendations for getting the best out of team members. Meeting project timelines and producing deliverables, particularly on a virtual team, requires relationships and bonds that afford a sense of camaraderie. High-performing teams celebrate and champion finding solutions to problems and overcoming obstacles. Hoefling points to the spiritual nature of collective effort at its best, and devotes several paragraphs to the notion of the “sacred (virtual) space” of a high-performing team (p. 207).

She gives attention to generational differences and their effects on virtual teams, crediting millennials with the aptitudes and proclivities for this new way of working. Hoefling also touches upon diversity in virtual teams, including the traits of introversion and extroversion, but she doesn’t address gender, racial, ethnic, cultural, political, or ideological differences common among global virtual teams. Themes that recur in each chapter, including communication protocols, trust, and structure, make some of the content seem redundant at times, but the redundancy keeps these nuances of team dynamics central to the book’s message and purpose.

Hoefling offers supplemental materials on her website, including a free bonus chapter on virtual meetings. Her book chapters include checklists, assessments, and criteria to help with the more practical aspects of virtual teaming. The book, however, could benefit from more examples from Hoefling’s experiences and case studies that would have made the material more concrete for readers.

Whether you are part of a co-located, distributed, or virtual team, Working Virtually will help you increase productivity, improve employee engagement, and reap both the intrinsic and extrinsic rewards of the working on high-performing virtual teams.

Allen Brown

Allen Brown is managing director of operations for the Marriott Foundation for People with Disabilities. He holds an M.S. in Technical Communication Management from Mercer University.

Want Higher Results When Working Remotely?

Wanting to know about the impact of remote work and the strategic role of HR in expanding virtual work into the operation and culture of organizations? Click through to hear my tip-filled interview as a guest on i2i Workforce‘s podcast blog, Higher Results.

Hoefling speaks to Remote Work & HR on Higher Results podcast May 8

 

Who Are the Top Mobile Workplace Thought Leaders and Influencers?


Do you know what today’s dream job is?
One that is set up for flexible and mobile work. I’m proud to be a virtual company expert who contributed to this article. It launches a new program on CNBC.com called @Work.

Trina Hoefling is #7 in the current list of top remote work influencers. I have great company, too!

Working Virtually: Transforming the Mobile Workplace, 2nd Ed. Is On Bookstore Shelves Today – Digital and Print! 

Working Virtually is a permanent part of the workplace today. Transactional work – provided by freelancers, contract employees or consultants – has increased exponentially. It is forecast that as much as half the labor force will be working independently and virtually by 2020.

Trina first sees her book in print.

Most organizations and leaders are still grappling with how to effectively manage their virtual staff and how to effectively support and motivate them. This is an increasingly urgent task as more Millennials join the workforce with changed attitudes toward work satisfaction and organization commitment. Working Virtually is the fruit of the author’s three decades of experience planning and implementing remote work initiatives and training virtual team leaders. It’s the perfect primer for executives, support functions, team leaders and virtual professionals. It provides expert guidance for anyone planning a shift to mobile work. Whether you manage teams of teleworkers or are yourself a virtual team member, you are a leader with shared responsibility for virtual teams that produce successful outcomes.

Check out more at www.WorkingVirtually.org or head straight to the publisher, Amazon, or your favorite bookstore and pick up your copy today. (Stylus Publishing is offering a new book discount. Get 20% off right now! Use code WVT20 at checkout.)

IBM is Seeking the X-Factor. Does Team Synergy Have to Be F2F? 

Recently IBM pulled the plug on telecommuting. R.I.P., early adopter. In the 1990’s, IBM led the charge into telecommuting for financial reasons – they needed to shed jobs and real estate – fast. The command to the workforce? Go home to work or else!

And it worked.

I find it ironic that today in the most technically integrated and enabled business era, IBM is reacting to financial crisis and lost market share with the opposite cry – Go to a physical office to work or else!

Why is IBM leadership following the failed Marissa Meyer solution to engender engaged teams to innovate and reinvigorate a workforce?

Inc. Magazine reported CMO, Michelle Peluso’s answer – They wanted to energize its employees by bringing them together in a cool space. She stated in IBM’s staff video that announced this policy move that it was about “Bringing people together creates its own X Factor.” She intends to motivate people by building “inspiring locations and setting them free.”

To simplify – sales are down, so let’s shake up the people and require them to innovate.

I suspect it won’t work as well as they hope. This decision to co-locate employees means uprooting families or living apart a good part of the time for many. I suspect the work spaces will be awesome, and it will be cool to be there. But not enough to make up for disrupting their family lives. I also predict an employee exodus of at least a few key people who are highly employable, a knowledge and wisdom loss for the company. I’m not alone in my skepticism. The Register calls this “IBM’s Melissa Mayer’s moment.”
I wish IBM luck, but I wonder if instead of spending millions on “cool spaces” and uprooting their people, they could have invested in their managers’ capacity to engage teams virtually?

The manager is the #1 X factor influencing team motivation – whether working virtually or shoulder to shoulder. Yet many receive no formal leadership training on engaging their virtual teams.

Today’s managers must have better relational competencies because work gets done through people. It isn’t just IBM whose leaders aren’t doing so well. It’s global. In the UK, senior business leaders struggle with people management responsibilities, too. About half of their HR professionals say senior business leaders don’t get the best from their people, according to a 2016 HR Outlook survey. Technical prowess does not translate into effective people leadership, yet only 44% of managers are given formal training on managing people and even less are giving training on managing their people virtually. We’re working further apart while needing to collaborate. IBM understood their issue, but I believe they missed the mark on a solution.

Relationship Relational competency begins with self-awareness about how we impact others, more so in a virtual environment that is missing visual cues. Virtual presence is a shared responsibility on any virtual team, but bridging virtual distance begins and remains the responsibility of the team leader. Task-only communication feels perfunctory to both the manager and the team member; it doesn’t bring people together to create the X Factor IBM is seeking. We do NOT have to work in the same room to have synergy. Corporate leaders and team leaders need to know this!

Virtual management training is a fast track to stronger virtual leaders capable of developing X Factor teams. The National Workplace Flexibility Study   shows just how a little training can make a big difference for virtual managers.

The X Factor is more likely to happen when the manager is interested in the team members and the tasks being done. When the team leader cares and communicates well, interaction is more natural, honest and flowing. Individual team members are more likely to speak up when they find mistakes or opportunities, whether they’re in a cool office space or video-conferencing in from a remote location. Strong relational competency helps the virtual leader:

  1. Communicate face-to-face and virtually in a way that inspires the team, clarifies roles, responsibilities, and team processes.
  2. Build and maintain trusting relationships that lead to celebrated team results.
  3. Lead collaboratively for results rather than manage project plans and activity.

Take at least one action today to better connect to your virtual (or not) team and find their X Factor. Here are some suggestions:

  1. Assess yourself with one or two leadership self-assessments available free in The SMART Workplace’s Knowledge Center.
  2. The SMART Workplace has launched my introductory course, The Powerful Role of the Virtual Manager. It examines what we know about today’s (disengaged) workforce and key roles of the virtual team leader. You can take the course in under an hour.
  3. Buy my new book today at a discount for preorder or from Amazon on March 31st. Working Virtually: Transforming the Mobile Workplace helps leaders create collaborative cultures that span time, distance and cultural boundaries. You’ll also find tangible tools and practices, a virtual leadership model, and a career success model for the virtual professional. @trinahoefling, #workingvirtually
  4. Attend World@Work’s Total Rewards Conference May 8 where Kathy and I will lead an afternoon session on virtual employee engagement. More at @worldatwork, @worldatwork_rs, @worldatwork_dc
  5. Attend ATD 2017 International Conference and Expo May 21st and 22nd. Sunday afternoon we lead a session on managing virtual conflict, and Monday evening I’ll be participating in an ATD Author Meet & Greet. More at @atd, @atdgtc

Pragmatic Wisdom from a Seasoned Virtual Leader

Guest Contributor and long-time colleague, Amy Connell, has worked in a highly visible marketing capacity for three Fortune 500 companies. Read her story and suggestions here.

Also, my first on-demand course is available through this blog post. The Powerful Role of the Virtual Leader is an introductory course to the virtual management model I teach in Working Virtually: Transforming the Mobile Workplace.

Source: Pragmatic Wisdom from a Seasoned Virtual Leader

Reimagining the Context of Work: The Purpose of Transformation | WHITNEY VOSBURGH | Pulse | LinkedIn

Thought leader and colleague, Dr. Charlie Grantham is provoking us with truth and “so what” reasoning. Source: Reimagining the Context of Work: The Purpose of Transformation | WHITNEY VOSBURGH | Pulse | LinkedIn

Three Key Lessons for Building a Culture-First Company from Didier Elzinga — Culture Amp Insights

Sharing a power post with 3 power tips from Culture Amp CEO Didier Elzinga. Quick power read. (And the link to a podcast interview gets practical and real).

The third Culture x Design was held in Melbourne on July 20, 2016. The first keynote speaker was Culture Amp CEO and co-founder Didier Elzinga. He discussed the challenges of building a culture-first company from scratch and gives three three key lessons.

Source: Three Key Lessons for Building a Culture-First Company from Didier Elzinga — Culture Amp Insights