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Virtual Leadership: Practical Strategies for Getting the Best Out of Virtual Work and Virtual Teams
Virtual working – also known as remote working, telecommuting, flexible working, or homeworking – is an important and growing trend in the global employment landscape. Its popularity has increased due to globalization and outsourcing. However, unlocking the benefits of virtual work – increased productivity, flexibility, and collaboration across dispersed teams – depends largely on the organizational culture, management, and leadership to support it. Without the knowledge and skills to be effective in leading virtually, many managers are reluctant to embrace it. Virtual Leadership identifies the challenges of virtual work and explains how to develop the facilitative leadership mindset to effectively manage people remotely. It focuses on tried and tested strategies for being a better leader in a virtual working scenario, and directly addresses the common challenges of managing a company of telecommuters using real-life examples from organizations all over the world. Chapters cover why virtual leadership is vital; virtually working with others; using technology; leading virtual meetings; working across cultures, time zones, languages, and generations; and putting leadership into practice.
248 pages, Paperback
Published August 30, 2016
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April 21, 2025In "Virtual Leadership: Strategies for Getting the Best Out of Virtual Work and Teams", Penny Pullan offers a comprehensive, practical guide to navigating the evolving landscape of remote work. As virtual collaboration becomes increasingly common, understanding how to lead teams without relying on physical presence is essential. This book doesn’t just focus on the logistics of virtual tools—it delves into the psychology, structure, and strategies that make virtual teams succeed. Pullan emphasizes that effective virtual leadership starts with a shift in mindset and an intentional approach to fostering connection, trust, and productivity across time zones, cultures, and communication barriers. The result is a modern leadership style that empowers people to do their best work, no matter where they are located.
At its core, virtual leadership begins with embracing the unique nature of remote collaboration. Traditional office setups often rely on visibility and informal cues to manage and motivate teams. In contrast, virtual environments remove these cues, creating both freedom and challenge. Leaders must adapt by developing heightened self-awareness—understanding their own biases, preferences, and assumptions about how work should be done. This reflection lays the groundwork for cultivating a leadership style grounded in trust instead of control. For instance, a leader used to checking in frequently may feel uneasy without regular status updates, but in virtual settings, micromanagement often backfires. Leaders who succeed in remote work focus instead on clarity, purpose, and autonomy.
Pullan makes it clear that remote teams function best when intrinsic motivators are prioritized over surveillance or rigid oversight. Drawing from motivational psychology, she highlights three drivers of engagement: purpose, autonomy, and mastery. When team members understand why their work matters, feel empowered to make decisions about how they approach it, and have opportunities to grow, they remain far more engaged than if they were simply being monitored. She contrasts two project managers to illustrate this point—one who relies on software to track every keystroke, and another who defines goals clearly while trusting the team to manage their time. Unsurprisingly, the team with greater freedom and purpose outperforms the one burdened by constant oversight.
Another critical element of virtual leadership is the ability to build trust—an often fragile commodity in remote teams. Pullan identifies three types of trust: personal, cognitive, and institutional. Personal trust stems from human connection and relationships, which are naturally harder to establish when people don’t see each other regularly. She recommends creating intentional spaces for casual interaction, such as virtual coffee chats or periodic in-person meetings where possible. Cognitive trust, which develops from consistent performance and perceived competence, can be fostered through transparent workflows and visible progress. By sharing completed work or displaying expertise through open collaboration tools, team members can build confidence in each other’s abilities. Institutional trust relies on fairness and consistency, and leaders must be aware of how different policies or working conditions can create perceived inequities. Being proactive in acknowledging and addressing these gaps—such as accommodating time zone differences or balancing leave policies—builds loyalty and morale.
Team structure also plays a vital role in virtual leadership. The book explores two common configurations: the star structure and the spaghetti model. A star setup, where the leader is the central hub, works well for straightforward projects with limited interdependence. Meanwhile, the spaghetti structure, which encourages team members to work closely with each other across boundaries, is ideal for complex or innovative work that demands deep collaboration. Pullan cautions, however, that highly interconnected teams can become unwieldy if they grow too large. In such cases, breaking larger groups into smaller sub-teams can help preserve agility and clarity.
Technology, though central to remote work, is only as effective as the intention behind its use. Virtual meetings, in particular, have become a staple of remote communication—but also a source of fatigue and frustration. Pullan introduces the Magic 6™ framework as a solution to aimless or draining virtual meetings. This approach calls for planning around six elements: purpose, goals, agenda, roles, norms, and follow-up. By clarifying these aspects before the meeting starts, leaders can dramatically improve engagement and outcomes. Real-world examples show how implementing this framework transformed poorly attended, low-impact meetings into vibrant, purposeful discussions where everyone contributed meaningfully.
Pullan also delves into the cognitive reality of remote attention. In-person meetings naturally encourage attentiveness due to social pressure and fewer distractions. Online, people are more prone to multitasking or zoning out, especially if they feel sidelined or disconnected. Great virtual leaders design meetings with this in mind—breaking long sessions into shorter blocks, integrating interactive tools like whiteboards, and varying the format to sustain interest. Storytelling, visual aids, and round-robin participation keep energy levels up. Leaders are also advised to be selective about the tools they use—favoring video for relationship-building, collaborative documents for brainstorming, and chat tools for informal exchanges.
While meetings offer real-time interaction, most remote work happens asynchronously. Pullan emphasizes that productivity during these off-call periods depends on organization and visibility. Teams thrive when they have clear systems for storing documents, tracking progress, and assigning responsibility. For instance, digital project boards that show work in progress help everyone stay aligned without frequent check-ins. The book includes stories of teams who lost valuable time due to disorganized file structures or unclear responsibilities—and how simple shifts, like centralized workspaces and naming conventions, helped reclaim productivity.
Asynchronous work also offers flexibility, allowing team members to work during their peak hours and balance personal commitments. This flexibility can be a major advantage if managed well. However, distractions at home and unclear expectations can derail progress. Pullan encourages leaders to support structured deep work periods, where team members block off time for focused tasks and limit interruptions. She also recommends measuring performance by results, not hours. A shift from clock-watching to outcome-based accountability creates a sense of ownership and mutual respect.
Another essential theme of the book is the importance of virtual presence. In an office, your presence is shaped by body language, desk setup, and day-to-day interactions. Online, your presence is defined by communication habits—how quickly you respond, your tone in written messages, your participation in meetings, and how well you listen. Leaders must curate their virtual identity with care, knowing that their influence is projected through screens, not physical presence. Small cues—like starting meetings on time, turning cameras on, or acknowledging everyone in a call—signal respect and leadership. Virtual leadership is as much about perception as it is about action.
Cultural awareness and inclusion are also key, especially for global teams. Pullan points out that time zone gaps, language differences, and varying work norms can lead to miscommunication or exclusion. Leaders must develop cultural agility—being open to different perspectives, rotating meeting times to share the inconvenience, and being mindful of holidays and working styles. When managed intentionally, diversity in virtual teams becomes a powerful asset rather than a logistical hurdle.
In the final analysis, "Virtual Leadership" is more than a guidebook for using digital tools—it’s a call to rethink what leadership looks like in a dispersed, digital-first world. Pullan blends practical strategies with psychological insight, showing that successful virtual leadership relies not on rigid control, but on empathy, structure, and purpose. By emphasizing trust, clarity, and connection, leaders can turn distance into an advantage rather than a barrier.
As remote work continues to evolve, this book offers a roadmap for building teams that are not only functional but thriving. The principles laid out by Pullan are applicable across industries and roles, offering timeless value for anyone seeking to lead with impact in a virtual environment. Effective virtual leadership is not about being everywhere at once—it’s about creating the conditions for people to succeed, independently and together, from anywhere in the world.
At its core, virtual leadership begins with embracing the unique nature of remote collaboration. Traditional office setups often rely on visibility and informal cues to manage and motivate teams. In contrast, virtual environments remove these cues, creating both freedom and challenge. Leaders must adapt by developing heightened self-awareness—understanding their own biases, preferences, and assumptions about how work should be done. This reflection lays the groundwork for cultivating a leadership style grounded in trust instead of control. For instance, a leader used to checking in frequently may feel uneasy without regular status updates, but in virtual settings, micromanagement often backfires. Leaders who succeed in remote work focus instead on clarity, purpose, and autonomy.
Pullan makes it clear that remote teams function best when intrinsic motivators are prioritized over surveillance or rigid oversight. Drawing from motivational psychology, she highlights three drivers of engagement: purpose, autonomy, and mastery. When team members understand why their work matters, feel empowered to make decisions about how they approach it, and have opportunities to grow, they remain far more engaged than if they were simply being monitored. She contrasts two project managers to illustrate this point—one who relies on software to track every keystroke, and another who defines goals clearly while trusting the team to manage their time. Unsurprisingly, the team with greater freedom and purpose outperforms the one burdened by constant oversight.
Another critical element of virtual leadership is the ability to build trust—an often fragile commodity in remote teams. Pullan identifies three types of trust: personal, cognitive, and institutional. Personal trust stems from human connection and relationships, which are naturally harder to establish when people don’t see each other regularly. She recommends creating intentional spaces for casual interaction, such as virtual coffee chats or periodic in-person meetings where possible. Cognitive trust, which develops from consistent performance and perceived competence, can be fostered through transparent workflows and visible progress. By sharing completed work or displaying expertise through open collaboration tools, team members can build confidence in each other’s abilities. Institutional trust relies on fairness and consistency, and leaders must be aware of how different policies or working conditions can create perceived inequities. Being proactive in acknowledging and addressing these gaps—such as accommodating time zone differences or balancing leave policies—builds loyalty and morale.
Team structure also plays a vital role in virtual leadership. The book explores two common configurations: the star structure and the spaghetti model. A star setup, where the leader is the central hub, works well for straightforward projects with limited interdependence. Meanwhile, the spaghetti structure, which encourages team members to work closely with each other across boundaries, is ideal for complex or innovative work that demands deep collaboration. Pullan cautions, however, that highly interconnected teams can become unwieldy if they grow too large. In such cases, breaking larger groups into smaller sub-teams can help preserve agility and clarity.
Technology, though central to remote work, is only as effective as the intention behind its use. Virtual meetings, in particular, have become a staple of remote communication—but also a source of fatigue and frustration. Pullan introduces the Magic 6™ framework as a solution to aimless or draining virtual meetings. This approach calls for planning around six elements: purpose, goals, agenda, roles, norms, and follow-up. By clarifying these aspects before the meeting starts, leaders can dramatically improve engagement and outcomes. Real-world examples show how implementing this framework transformed poorly attended, low-impact meetings into vibrant, purposeful discussions where everyone contributed meaningfully.
Pullan also delves into the cognitive reality of remote attention. In-person meetings naturally encourage attentiveness due to social pressure and fewer distractions. Online, people are more prone to multitasking or zoning out, especially if they feel sidelined or disconnected. Great virtual leaders design meetings with this in mind—breaking long sessions into shorter blocks, integrating interactive tools like whiteboards, and varying the format to sustain interest. Storytelling, visual aids, and round-robin participation keep energy levels up. Leaders are also advised to be selective about the tools they use—favoring video for relationship-building, collaborative documents for brainstorming, and chat tools for informal exchanges.
While meetings offer real-time interaction, most remote work happens asynchronously. Pullan emphasizes that productivity during these off-call periods depends on organization and visibility. Teams thrive when they have clear systems for storing documents, tracking progress, and assigning responsibility. For instance, digital project boards that show work in progress help everyone stay aligned without frequent check-ins. The book includes stories of teams who lost valuable time due to disorganized file structures or unclear responsibilities—and how simple shifts, like centralized workspaces and naming conventions, helped reclaim productivity.
Asynchronous work also offers flexibility, allowing team members to work during their peak hours and balance personal commitments. This flexibility can be a major advantage if managed well. However, distractions at home and unclear expectations can derail progress. Pullan encourages leaders to support structured deep work periods, where team members block off time for focused tasks and limit interruptions. She also recommends measuring performance by results, not hours. A shift from clock-watching to outcome-based accountability creates a sense of ownership and mutual respect.
Another essential theme of the book is the importance of virtual presence. In an office, your presence is shaped by body language, desk setup, and day-to-day interactions. Online, your presence is defined by communication habits—how quickly you respond, your tone in written messages, your participation in meetings, and how well you listen. Leaders must curate their virtual identity with care, knowing that their influence is projected through screens, not physical presence. Small cues—like starting meetings on time, turning cameras on, or acknowledging everyone in a call—signal respect and leadership. Virtual leadership is as much about perception as it is about action.
Cultural awareness and inclusion are also key, especially for global teams. Pullan points out that time zone gaps, language differences, and varying work norms can lead to miscommunication or exclusion. Leaders must develop cultural agility—being open to different perspectives, rotating meeting times to share the inconvenience, and being mindful of holidays and working styles. When managed intentionally, diversity in virtual teams becomes a powerful asset rather than a logistical hurdle.
In the final analysis, "Virtual Leadership" is more than a guidebook for using digital tools—it’s a call to rethink what leadership looks like in a dispersed, digital-first world. Pullan blends practical strategies with psychological insight, showing that successful virtual leadership relies not on rigid control, but on empathy, structure, and purpose. By emphasizing trust, clarity, and connection, leaders can turn distance into an advantage rather than a barrier.
As remote work continues to evolve, this book offers a roadmap for building teams that are not only functional but thriving. The principles laid out by Pullan are applicable across industries and roles, offering timeless value for anyone seeking to lead with impact in a virtual environment. Effective virtual leadership is not about being everywhere at once—it’s about creating the conditions for people to succeed, independently and together, from anywhere in the world.
April 21, 2025
how shifting your mindset and adapting your leadership approach can transform your team’s connection, trust, and productivity
UGH I EYEROLLED AT THIS READ - LUCKY IT GOT 2 STARS IT WAS SO GENERIC AND SLEEZY
THIS BOOK GAVE ME A HEADACHE
here's my take: trust isn't harder to cultivate in virtual teams, its harder for managers to stop micromanaging when its what they can do best with in person teams, both teams hate the manager
thoughts:
- really tried to push the narrative of remote work either being good if exploited or crosses the lines between professional and person and shit about not being able to recognise conflict sooner as if people in the office arent fake as shit or causing more conflict behind others backs
- "While his in-person teammates collaborate with high energy, he’s struggling to stay focused for eight hours straight from his desk. By the time they finally need his input, he’s mentally checked out – an all-too-common experience for remote attendees." WHAT IS THIS BULLSHIT IF ANYTHING YOURE MORE DRAINED AT THE OFFICE WHAT IS THIS PROPAGANDA
- "in a physical meeting, social norms prevent distractions – checking emails or walking out mid-conversation would be awkward, right? " PEOPLE STILL DO THAT IN BOTH WHAT ARE YOU ON
- "Visibility is another challenge. In a remote setup, you can’t just glance across the room to see what your teammate is working on." UM MAYBE CAUSE YOU SHOULD BE WORKING INSTEAD???
notes
- perhaps you’re curious about how remote collaboration can open new doors
- Often, at least one team member works from a different location, connected through technology rather than face-to-face interactions. The COVID-19 pandemic may have accelerated this trend, but the move toward virtual work was already underway thanks to globalization, technological advancements, and shifting work preferences.
- You can tap into top talent no matter where they live, offer flexibility to your team, and provide around-the-clock service by handing off tasks across time zones.
- Without the natural visibility of an office setting, people who aren’t physically present may slip off the radar and be forgotten or overlooked. This is especially tricky in hybrid setups with some in-person and some remote teammates.
- Building trust – the bedrock of great teamwork – also takes more time and effort virtually, and it can vanish in a flash
- Virtual leaders recognize that motivation functions differently for remote knowledge workers. Rather than using monitoring or incentives to drive performance, they focus on three key motivators: purpose, autonomy, and mastery.
Picture two project managers handling similar virtual teams. The first, holding onto traditional methods, requires team members to report their activities hourly and installs tracking software to monitor screen time. Team morale plummets, and talented members start looking for work elsewhere. Meanwhile, the second manager focuses on clarifying the project’s customer impact, establishes clear outcomes versus processes, and creates learning opportunities within project tasks. Her team not only completes their work successfully but also develops stronger problem-solving skills and deeper commitment.
Patience becomes critical when technology fails or communications are delayed. Comfort with uncertainty allows you to proceed despite having less immediate information than you might in person. Courage helps you address emerging issues directly rather than hoping they’ll resolve on their own. These qualities don’t come naturally to everyone, but they can be developed through practice and reflection.
In virtual environments, these are replaced by different elements: your communication style in writing, how you structure meetings, your response time to messages, and your presence on video calls. Each becomes part of your virtual identity, creating impressions that influence how effectively you can lead.
Ultimately, virtual leadership involves developing an inside-out approach.
on trust (or bullshit):
- personality-based trust (which shouldn't matter in my opinion) arises from the relationships between team members. In an office, this happens organically through casual chats. Virtually, it takes intention.
- cognitive-based trust comes from demonstrating competence and reliability. In a virtual setting, where you can’t just observe someone’s work, people need to see proof of each other’s skills. Elizabeth, who manages multiple remote teams, tackled this by making completed deliverables visible to everyone. This transparency helped teammates recognize each other’s expertise, building confidence in their collective abilities.
- institutional-based trust, relies on fairness and consistency. When team members believe processes are equitable, they’re more engaged – even across different time zones and employment conditions.
- For more complex, collaborative projects, a spaghetti structure – where team members are highly interconnected – encourages creative problem-solving. But as teams grow, this structure can become unwieldy, which is why smaller virtual teams often outperform larger ones.
virtual meetings:
- The challenge is making them meaningful instead of just another draining video call.
- defining six key elements before anyone joins: purpose, goals, agenda, roles, interaction norms, and follow-up.
- Virtual attention starts fading around the 30-minute mark. Breaking long sessions into focused 25-minute blocks with short breaks prevents burnout and keeps people sharp.
UGH I EYEROLLED AT THIS READ - LUCKY IT GOT 2 STARS IT WAS SO GENERIC AND SLEEZY
THIS BOOK GAVE ME A HEADACHE
here's my take: trust isn't harder to cultivate in virtual teams, its harder for managers to stop micromanaging when its what they can do best with in person teams, both teams hate the manager
thoughts:
- really tried to push the narrative of remote work either being good if exploited or crosses the lines between professional and person and shit about not being able to recognise conflict sooner as if people in the office arent fake as shit or causing more conflict behind others backs
- "While his in-person teammates collaborate with high energy, he’s struggling to stay focused for eight hours straight from his desk. By the time they finally need his input, he’s mentally checked out – an all-too-common experience for remote attendees." WHAT IS THIS BULLSHIT IF ANYTHING YOURE MORE DRAINED AT THE OFFICE WHAT IS THIS PROPAGANDA
- "in a physical meeting, social norms prevent distractions – checking emails or walking out mid-conversation would be awkward, right? " PEOPLE STILL DO THAT IN BOTH WHAT ARE YOU ON
- "Visibility is another challenge. In a remote setup, you can’t just glance across the room to see what your teammate is working on." UM MAYBE CAUSE YOU SHOULD BE WORKING INSTEAD???
notes
- perhaps you’re curious about how remote collaboration can open new doors
- Often, at least one team member works from a different location, connected through technology rather than face-to-face interactions. The COVID-19 pandemic may have accelerated this trend, but the move toward virtual work was already underway thanks to globalization, technological advancements, and shifting work preferences.
- You can tap into top talent no matter where they live, offer flexibility to your team, and provide around-the-clock service by handing off tasks across time zones.
- Without the natural visibility of an office setting, people who aren’t physically present may slip off the radar and be forgotten or overlooked. This is especially tricky in hybrid setups with some in-person and some remote teammates.
- Building trust – the bedrock of great teamwork – also takes more time and effort virtually, and it can vanish in a flash
- Virtual leaders recognize that motivation functions differently for remote knowledge workers. Rather than using monitoring or incentives to drive performance, they focus on three key motivators: purpose, autonomy, and mastery.
Picture two project managers handling similar virtual teams. The first, holding onto traditional methods, requires team members to report their activities hourly and installs tracking software to monitor screen time. Team morale plummets, and talented members start looking for work elsewhere. Meanwhile, the second manager focuses on clarifying the project’s customer impact, establishes clear outcomes versus processes, and creates learning opportunities within project tasks. Her team not only completes their work successfully but also develops stronger problem-solving skills and deeper commitment.
Patience becomes critical when technology fails or communications are delayed. Comfort with uncertainty allows you to proceed despite having less immediate information than you might in person. Courage helps you address emerging issues directly rather than hoping they’ll resolve on their own. These qualities don’t come naturally to everyone, but they can be developed through practice and reflection.
In virtual environments, these are replaced by different elements: your communication style in writing, how you structure meetings, your response time to messages, and your presence on video calls. Each becomes part of your virtual identity, creating impressions that influence how effectively you can lead.
Ultimately, virtual leadership involves developing an inside-out approach.
on trust (or bullshit):
- personality-based trust (which shouldn't matter in my opinion) arises from the relationships between team members. In an office, this happens organically through casual chats. Virtually, it takes intention.
- cognitive-based trust comes from demonstrating competence and reliability. In a virtual setting, where you can’t just observe someone’s work, people need to see proof of each other’s skills. Elizabeth, who manages multiple remote teams, tackled this by making completed deliverables visible to everyone. This transparency helped teammates recognize each other’s expertise, building confidence in their collective abilities.
- institutional-based trust, relies on fairness and consistency. When team members believe processes are equitable, they’re more engaged – even across different time zones and employment conditions.
- For more complex, collaborative projects, a spaghetti structure – where team members are highly interconnected – encourages creative problem-solving. But as teams grow, this structure can become unwieldy, which is why smaller virtual teams often outperform larger ones.
virtual meetings:
- The challenge is making them meaningful instead of just another draining video call.
- defining six key elements before anyone joins: purpose, goals, agenda, roles, interaction norms, and follow-up.
- Virtual attention starts fading around the 30-minute mark. Breaking long sessions into focused 25-minute blocks with short breaks prevents burnout and keeps people sharp.
June 4, 2019
Virtual work has been on the agenda for more than two decades by now. Unfortunately the literature on the field are both scarce and not very developed. In the research I’ve been doing, it’s evident that practitioners working with virtual work in their everyday life are craving education on this matter. Too many people are placed in virtual teams, without any experience or support to overcome the challenges that might derive from it. Only few team leads receive any formal training, as in-house managing program seldom undertake virtual training from a serious matter. This leaves it for the managers to engage in their own training, and here Pullan provides a refreshing example on how an easy accessible book could be put together.
Although I do think, that she has a very superficial approach to many of the rather complicated matters of being a virtual leader, she at least provide an accessible easy-read book to the virtual leaders out there.
Although I do think, that she has a very superficial approach to many of the rather complicated matters of being a virtual leader, she at least provide an accessible easy-read book to the virtual leaders out there.
April 21, 2025
Leading virtual teams isn’t just about managing from a distance; it’s about building trust, fostering connection, and creating a clear purpose.
Success starts with self-awareness – understanding your own mindset, motivations, and communication style. When you shift from supervising to empowering, your team feels more engaged, valued, and motivated. Thoughtfully structured meetings can help maintain attention and strengthen relationships, making every interaction count.
the balance between synchronous and asynchronous work to maintain productivity without sacrificing flexibility.
By clarifying responsibilities, nurturing trust, and using technology with intention, you can bridge gaps across time zones and cultures. Ultimately, great virtual leadership comes down to helping your team do their best work, no matter where they are.
Success starts with self-awareness – understanding your own mindset, motivations, and communication style. When you shift from supervising to empowering, your team feels more engaged, valued, and motivated. Thoughtfully structured meetings can help maintain attention and strengthen relationships, making every interaction count.
the balance between synchronous and asynchronous work to maintain productivity without sacrificing flexibility.
By clarifying responsibilities, nurturing trust, and using technology with intention, you can bridge gaps across time zones and cultures. Ultimately, great virtual leadership comes down to helping your team do their best work, no matter where they are.
This entire review has been hidden because of spoilers.
August 22, 2020
Some solid leadership advice and strategies, and does a good job of pointing out and providing solutions for some of the challenges of virtual work. However (and this should be your biggest takeaway from this review)... I listened to the audio book, and it is utterly gut wrenching to listen to the British say shej-yu-wool. I should have deducted a 🌟 just for having to listen to that filth. 😂😂
April 23, 2020
I think the current pandemic has provided an education sufficient for the average person to “test out” of the material in this book. Leadership is leadership. Make the most of what you have. The tips in this will not turn a poor leader into Churchill on Skype.
January 24, 2023
A truly practical and occasionally humorous guide to best ways of virtual working.
October 11, 2016
Virtual working is becoming ever-popular and even if your company still has all of its workforce in one or more physical locations, there is a good chance that you may have some external and virtual service providers or contractors that require managing. Losing “control” is a fear for many managers, yet virtual working can offer many advantages to a company and make even management easier and more effective when correctly deployed.
So this book gives timely, practical advice for those who have an existing virtual workforce as well as acting as inspiration or reassurance for those who have yet to substantially make a great leap into the world of virtual working. It is clearly written and focusses on the essential, core information that you may need to see over your existing operations (and management style) and hopefully nudge you into beneficial changes as required.
There are clearly going to be some challenges with virtual working and these are mostly manageable. It can take a leap of faith for some, at least at the start, but it is not anything that you should shy away from. Virtual working is not yet a universal panacea, yet for many it can be a powerful, transformational and helpful way of working and many companies have yet to see the advantages that may be on offer. A book like this can give the metaphorical “lightbulb” moment! There is plenty of upside with this book and zero downside: at worst case you don’t deploy or expand your virtual working but you will be much more informed about it in any case.
It is a serious book on a serious subject, yet some welcome and powerful humour can shine through. There is an extensive series of references and further reading suggestions too, so the curious reader can certainly indulge themselves with plenty of additional reading around the subject. The book is incredibly detailed, perhaps a little too so, so do not feel too bad if you skip some bits whilst reading… yet there is a good chance you will be consulting this book several times so you may not miss out on things over time.
It is not far-fetched to suggest that this book should be on the recommended reading list for many senior leaders and influencers; naturally, many others within a company may benefit from its advice too.
Autamme.com
So this book gives timely, practical advice for those who have an existing virtual workforce as well as acting as inspiration or reassurance for those who have yet to substantially make a great leap into the world of virtual working. It is clearly written and focusses on the essential, core information that you may need to see over your existing operations (and management style) and hopefully nudge you into beneficial changes as required.
There are clearly going to be some challenges with virtual working and these are mostly manageable. It can take a leap of faith for some, at least at the start, but it is not anything that you should shy away from. Virtual working is not yet a universal panacea, yet for many it can be a powerful, transformational and helpful way of working and many companies have yet to see the advantages that may be on offer. A book like this can give the metaphorical “lightbulb” moment! There is plenty of upside with this book and zero downside: at worst case you don’t deploy or expand your virtual working but you will be much more informed about it in any case.
It is a serious book on a serious subject, yet some welcome and powerful humour can shine through. There is an extensive series of references and further reading suggestions too, so the curious reader can certainly indulge themselves with plenty of additional reading around the subject. The book is incredibly detailed, perhaps a little too so, so do not feel too bad if you skip some bits whilst reading… yet there is a good chance you will be consulting this book several times so you may not miss out on things over time.
It is not far-fetched to suggest that this book should be on the recommended reading list for many senior leaders and influencers; naturally, many others within a company may benefit from its advice too.
Autamme.com
August 8, 2016
Virtual Leadership: Practical Strategies for Getting the Best Out of Virtual Work and Virtual Teams is a good read for anyone new to working on virtual teams. It give plenty of good advise for all ages of workers with plenty of tips for even those of us who have worked for years as a virtual workforce. This review was originally posted on Books In Brogan
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