One of the most common mistakes I come across in business today is people who try to manage their remote teams using pretty much the same tactics as they use for managing their face-to-face teams.
On the face of it, managing a remote team doesn't sound like it should be that much harder than managing a face-to-face team. After all, we have a whole industry of modern technology to assist us - mobile phones, teleconferencing, videoconferencing and webcams. Yet the very fact that we feel the need to create even more sophisticated technologies such as tele-presence (where you can almost believe you're in the same room as the person you're seeing) should tell us something about how strong our desire is to feel we're in the same vicinity as the other person.
Not surprising, then, that research has found that it takes something like four times as long to communicate a message electronically as it does to communicate it face-to-face. So every time you reach for your email, be prepared to wait a little longer and work a little harder before the message is accurately received the other end. And it's not just communication effectiveness that is impaired by remote working - it also takes a bit longer for us to establish trust with someone we can't see. This is OK in long-term teams, but when quick turn-around is needed in a new team, trust is a tricky issue. Not only does it take us two weeks longer to establish trust with someone we can't see, but that trust is also more fragile - we're more likely to lose our faith in remote team members than people we see in the flesh.
It's not all doom-and-gloom though. There are things that you can do in order to manage your remote team more effectively.
Our five top tips are:
1. Use the 'information-richest' form of media available to communicate - face-to-face where possible, followed by tele-presence or video conference, then telephone. Ideally, email should only be used to convey sizeable amounts of information, specific data, or as a last resort.
2. Encourage spontaneous, informal communication between your team members. The use of tools such as Skype helps people to feel more in touch with their colleagues and makes it easier for them to reach out to each other with quick questions.
3. Make time for socialising during remote discussions. Time for small talk becomes much more important when people don't get to catch up with each simply by wandering past the other person's desk.
4. Overtly discuss the skills a new member of the team is bringing, as well as the latest achievements and successes of current team members. This will help to strengthen trust between remote team members.
5. Avoid 'virtual silence'. Encourage the team to acknowledge messages they have received from one another when they don't have time to deal with it there and then. Misinterpretation of virtual silence can result in people assuming the other person isn't working as hard as they should or that they don't care about the message that has just been sent.
The media sandstorm being whipped up about Brown's bullying behaviour comes as something of a surprise to me. Rumours of his temper and aggressive management of staff have been circulating for years. But it is not the accusation that he has been bullying staff that worries me most; instead I think the responses to the allegations are far more of a concern.
Lord Mandelson, for example, said that he had experienced Brown's wrath, and that he took his medicine "like a man". That Mandelson claims this was the brave thing to do only undermines attempts to stop this type of behaviour in the workplace. How can it be braver to allow this behaviour to go on, rather than challenging it?
Gordon Brown's responses to these allegations are also concerning. When asked whether he has bullied anyone, the PM consistently responds: "No. I get angry sometimes, doesn't everybody? I get impatient." It's clear that he either does not understand, or does not care, about the impact of his angry or impatient behaviour, and how it can be a form of bullying.
But why do people bully in the workplace? Brown has defended his behaviour by claiming he is "driven to do the things". In reality, research has demonstrated that people who demonstrate bullying behaviour report a greater need for power and authority and are motivated by domination. Given Brown's position as PM, this would suggest that simply achieving power and authority does not stop the bullying; if anything, it is likely to encourage the bully to continue with the behaviours that have seen them promoted, or voted, into the successful position they are in.
Whilst I don't believe for one second that the culture of shouting and being angry in British politics is something that Brown is solely responsible for introducing (you only have to look at the way MPs jostle and jeer one another in the House of Commons), I do believe that we all have choices to make about how we conduct ourselves at work. Brown simply chooses to preserve this particular tradition of British politics, and perhaps hides his actions less well than most. Rather than simply focussing on Brown's behaviour, the question should be asked, how many Ministers, Junior Ministers, and senior civil servants have mirrored his bullying tactics to get what they want? And how far down the public sector food chain has this behaviour trickled? Perhaps it's not so surprising after all that there are twice as many claims of harassment and bullying in the public sector compared to the private sector.
Finally, a mention for Christine Pratt, the chief executive of the National Bullying Helpline: confidential is supposed to mean confidential. How can going to the press, even before raising concerns at a general level with the employer, ever be the right approach in this situation?
Here we are in the final run-up to the US election. And what a marathon it's been. We've had the primaries, the conventions, How To Vote guides on YouTube, high profile advertising in racing video games and an infomercial; now it's all down to the voting next week.
Barack Obama's strong lead in the polls over the Republican candidate John McCain continues to grow. This healthy lead remains despite press speculation that American voters will falter at the polling booths and decide that a first black president is just a step too far. The Republican leader John McCain, however, thinks this is unlikely. As he said in a recent Larry King interview, "Look, there is racism in America. We all know that...but I am totally convinced that 99 and forty-four-one-hundredths percent of Americans are going to make the decision based on who is best to lead this country". Let's hope they don't have to do the math on that one....
Regardless of the outcome of next week's election, it's fair to say that in the US, much as in the UK, overt, traditional forms of racism are becoming increasingly taboo, to the point that we are now looking at a popular black Senator. It's taken time though - 1870 saw the first black congressman to be seated in the House of Representatives. Even more surprising, perhaps, is that the UK was more than 20 years behind the US in electing its first ethnic minority MP, Dadabhai Naoroji, in 1892. Even today, with only 15 of our 605 MPs being from a minority background, we still find ourselves playing catch-up. Perhaps some may argue that this is simply due to numbers - the US after all has a higher proportion of people from ethnic minority backgrounds. But given that over here in the UK we still struggle to vote for black dancers in Strictly Come Dancing and black singers in I'd Do Anything, I'm not going to hold my breath. Perhaps the 2008 US elections will be another opportunity for the US to lead the UK in breaking new ground.
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The media sandstorm being whipped up about Brown's bullying behaviour comes as something of a surprise to me. Rumours of his temper and aggressive management of staff have been circulating for years. But it is not the accusation that he has been bullying staff that worries me most; instead I think the responses to the allegations are far more of a concern.
Whilst I don't believe for one second that the culture of shouting and being angry in British politics is something that Brown is solely responsible for introducing (you only have to look at the way MPs jostle and jeer one another in the House of Commons), I do believe that we all have choices to make about how we conduct ourselves at work. Brown simply chooses to preserve this particular tradition of British politics, and perhaps hides his actions less well than most. Rather than simply focussing on Brown's behaviour, the question should be asked, how many Ministers, Junior Ministers, and senior civil servants have mirrored his bullying tactics to get what they want? And how far down the public sector food chain has this behaviour trickled? Perhaps it's not so surprising after all that there are twice as many claims of harassment and bullying in the public sector compared to the private sector.