Remote management

Culture

Remote & virtual

Any organization

The manager

– Self: Personal attitudes and behaviors which

promote / hinders from bringing results.• Am I clear about my role, responsibilities and the way I'm being

measured?

• How do I keep myself aware to my own bias/ interpretations

• What is my added value for the team?

• Do I know how I’m perceived as manager in other cultures?

• How can I meet the different expectations?

– Others: The team’s members as individuals

(tool of cultural mapping)

The Virtual Team

– Basics of building a new team/ developing existing

team:– Communicate the new team's purpose & Form together the team's

shared objectives

– Identify challenges in two levels: task and relationships

– Decide on framework/ processes to overcome challenges

– Team’s new culture (tool of new team cultural)

Interface back with organization

What challenges you expect in implementing

the new culture into the organization?

No team is an island…

Back to the organization reality:

• Communicate to the team’s strongest interfaces

about the expectations/ requests from them, and

develop a dialogue.

• Negotiate where/ when needed

• Act as a role model

So…What can we advise Assi?

• Manager:

– self awareness, flexibility, on- going improvement

– Identifying team member’s expectations (cultural

differences)

• Team:

– Strong structure, organized processes + defined

mechanism for communication and conflict resolution

– Create a new team culture

• Organization:

– Set realistic expectations

– Communicate, negotiate and be a role model .

Food for thought …

Questions to be asked by team’s members…

• What does it mean to be managed remotely?

• What do should I except from my remote manager?

• What are my responsibilities?

• What are the main cross cultural challenges of

working remotely?