Leading the Virtual Team: New Challenges for Managers

OVERVIEW

Accomplishing work in the new millennium has become synonymous with Virtual Leadership.  The current competitive business environment and the changing nature of work and the workforce requires effective leadership that spans the boundaries of time and space to help employees to work together – apart.  The leadership of virtual teams is not the same as the leadership of face-to-face, co-located teams. Leading a virtual team is more difficult; it requires a dynamic interaction between technological systems and human systems that the virtual leader has to address and balance for work to be accomplished.

WHY SHOULD YOU ATTEND

More and more organizations are “going virtual,” whether it is an employee who telecommutes, a team of workers in another country, or simply an employee who extends her or his workday by checking e-mail or downloading a document from Drop box that connects to their phone, iPad, or home computer. Approximately 80% of U. S. workers continue to do business remotely after normal work hours.  More and more organizations are incorporating telecommuting and other forms of virtual work into their workforce with great success and reduction in costs. Managing remote or virtual workers requires a management mindset change that differs from managing on-site workers. Examining, planning, and implementing legal and contractual issues are not always considered in the same way when managing on-site workers.  Failure to address these perspectives is at the organization’s and management’s peril. For example, what technological and management strategies should you incorporate to protect your interests?  What, if any, contract should be created for your remote workforce?  Who pays the home office electric bill for a telecommuter?  Are there additional challenges for the non-exempt worker? The virtual workplace is a reality that is expanding and influencing how organizations do their work. The new virtual work environment offers exciting opportunities as well as challenges to avoid liability. Learning tips on how to overcome challenges of virtual teams and implementing prevention strategies to minimize liability includes designing and developing “virtual” policies, and training managers and employees who will be engaged in the virtual environment.

AREAS COVERED

•  To identify best characteristics of virtual team/employee
•  To discuss tools & techniques to facilitate “working together apart” in virtual environment
•  How to improve virtual meetings
•  To discuss virtual team challenges and solutions
•  To discuss importance of virtual contracts
•  To determine the best data security
•  To list recommended elements of a virtual team contract
•  To explore steps to avoid discrimination claims
•  To describe wage and hour laws and obligations
•  To discuss ergonomics, health risks, and virtual workplace injuries
•  To define essential competencies of leadership in virtual environment

LEARNING OBJECTIVES

This training will help participants understand how to manage virtual teams/workforce vs. on-site team effectively to balance growth and cost, while addressing the legal and operational challenges.

WHO WILL BENEFIT

•  Team leaders
•  Supervisors
•  Middle managers
•  Administrators
•  Directors
•  Senior leaders
•  Human resources professionals
•  HR generalists
•  HR managers
•  Risk Managers
•  Attorneys

SPEAKER

Dr. Susan Strauss RN Ed.D. is a national and international speaker, trainer and consultant. Her specialty areas include education and workplace harassment, discrimination and bullying; organization development, and management/leadership development. Her clients are from healthcare, education, business, law, and government organizations from both the public and private sector.  Susan conducts bullying and harassment investigations, works as an expert witness for education and workplace harassment and bullying lawsuits, and coaches those managers and employees that need assistance in stopping their harassing or bullying behavior.

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