Technology has drastically changed the role of management in the enterprise, as teams, and even entire companies, grow more disperse. In fact, it's not out of the realm of possibility that you could eventually work for a company with an entirely remote workforce.
While technology has brought plenty of positives to the corporate world, it's also made managers' jobs more difficult. How do you effectively measure engagement and performance if you have a team of workers sprinkled across the country or even the globe?
Phil Shawe, Co-CEO of TransPerfect manages over 4,000 employees across 100 countries -- and he's learned a lot from the experience. He's had to get creative to make it work, but based on lessons learned growing his company from an NYU dorm room in 1992 to a global operation, he has six tips to offer for effectively managing remote teams.
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管理是一门技能
First and foremost, Shawe points out that management needs to be considered a skill -- some people have it, and some people don't. The goal of a manager, according to Shawe, is to help employees recognize and exceed their potential, and that requires a specific type of personality. But in reality, most of the time good workers get promoted to management based on performance and experience, but those traits don't necessarily translate into management skills.
“管人通常是一个技能比他们赢得了他们的领导地位完全不同。认识到这一点，并且是关于培训的人是伟大的领导者和管理者积极主动的是一个全球性的劳动力环境尤其重要，”他说。
And those skills become even more important when you consider the varying cultures and workplace norms across the globe. You want managers that are flexible and adaptable, and who will understand that management techniques are going to vary depending on the employee and their culture.
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You'll need to travel
如果你有一个全球员工，它获得了在不同的办公室是非常重要的，花时间与你的员工在其他国家。“我还是把它当自己每年参观尽可能多的办事处可能，以及参加大型活动，节日聚会，会议，客户活动和颁奖仪式在世界各地，”他说。
即使在你手中的通讯工具的财富，你仍然希望得到时间同这些工人。这已经够难在当地的办事处灌输企业文化，让分散在世界各地独自多个办事处。
安德·哈里斯，在HighGround首席参与官，该公司专注于员工敬业软件说社区意识是在员工敬业度的最大因素之一。“重要的是，远程员工感到连接到个人层面上他们的团队成员，是公司的文化和价值观的一部分。”
Stop micromanaging
如果你希望你的全球员工茁壮成长，是时候停止微观管理。Shawe说来管理多元化和分散的员工最有效的办法是聘请合适的人，并“让他们的出路。”
Rather than micromanage, he "gives a lot of advice," but avoids giving too many orders. Shawe says you need to go visit your other offices, hire the right people, give them the tools and resources they need to thrive, and then step back and let them work.
“当你微操或在任务级别管理，创建借口的机会。我发现，在结果层面的管理工作更好的全球范围内，并允许您同时持有管理者更多的责任，让他们感觉更权力，“ 他说。
注重创新
创新正迅速成为业务的基石，如果你不创新，你没有跟上。事实上，作为Shawe所说的那样，“改变是在企业中唯一不变的”，这意味着促进创新和适应性在您的员工是至关重要的，以避免将来出现问题。你要确保创新是一家专注于每一个办公室，而所有员工 - 不管他们的位置 - 觉得他们有一个声音在公司和他们的想法将被听到和认可。
And you might want to extend that innovation to team communication techniques; you can even try opening it up to your employees to see if they have suggestions for the best ways to maintain communication at work. The last thing you want to do, is implement a lot of tools that your employees won't want to use - forcing them to find their own avenues to communicate.
例如，哈里斯说，她问她的远程工作人员使用视频聊天，而不是仅仅在调用到手机上的会议或依赖基于文本的聊天平台。由于实现视频聊天工具，她说，她注意到她的工人觉得“更连接到他们的同事和一般的角色。”
是一个例子
It's no secret that the best way to lead is by example, and Shawe says that, in the case of management, that couldn't be more true. Engagement, productivity and innovation start with the CEO and trickle down from there -- if your workers see management and executive leadership.
哈里斯还建议承认的成就，因为它们发生，而不是俯瞰积极努力，只有承认错误或失误。通过实时识别员工，而不是等待它们的年度审查，或者完全忽视了他们展示自己的订婚水平。您提供更积极的反馈，在快乐的工人会，和他们越有可能会通过在办公室是阳性。
“识别平台提供与在其中实时识别伟大的工作自然的出口经理人。这是地理上分散的团队和员工谁可能只看到他们的经理时，他们在同一间办公室是至关重要的，”她说。
Have fun
It's easy to get caught up in the daily grind, but if you want to keep your employees engaged and maintain strong professional relationships, you have to have some fun. Shawe likes to choose fun locations for training and team-building exercises, noting its "good for morale," and gives employees a fun way to connect.
He also recommends investing in philanthropic efforts, noting it has helped his company bridge gaps between teams and give all of his employees a sense of purpose and community. You can opt to plan a volunteer day, or even have employees select and vote on a cause they'd like to support, so they feel more invested in the cause.
相关视频
这个故事，“6个技巧用于管理全球劳动力”最初发表CIO .