Managing people and projects remotely involves much more than giving your employees access to tools and technologies.

Going remote is not about sending your team members home with a laptop.  

 As a manager and a team leader,  you are responsible for your entire team’s performance. You hire and onboard your employees remotely, establish new communication norms, hold your employees accountable and evaluate their performance, motivate your team members and create a collaborative environment that enables everyone to bring their authentic selves to work.

How do you successfully accomplish these responsibilities with remote work teams?

This is the question I asked myself many times, too.

Throughout my career, I have worked in many leadership roles. I facilitated many remote projects, led remote teams, and championed strategic plan development.  

And as a leader, I experienced many successes and failures. It took me some time before I realized that my professional experiences driving organizational change and collaborating with diverse stakeholders were not that unique.

It turned out that other leaders have similar challenges, too.

We all want to know how to optimize not only our own but also our team’s performance and collaboratively engage with one another to meet or surpass organizational goals.

How can we onboard remote employees more effectively? How do we drive our team’s engagement when working remotely? What makes remote work different from working in the office? What unique challenges does remote work present? What do managers and team leaders need to know to address these challenges? 

I am here to help you answer these questions! 

Read about  “Leading High-Performing  Remote Teams” Coaching Program.