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The Long-Distance Leader: Rules for Remarkable Remote Leadership
You've always prided yourself on being a good leader-you work hard at it. But now you have a direct report on the other side of the country and a key team on another continent. Can you really motivate, guide, and inspire people when you're just an image on a screen? You can, and Remote Leadership Institute co-founders Kevin Eikenberry and Wayne Turmel show you how. The good news is that the fundamentals of leadership remain the same. Eikenberry and Turmel's Three-O model-Outcomes, Others, and Ourselves-applies whether your people are halfway down the hall or half a world away. Relevant examples and exercises enable you to make sure projects stay on track, that productivity and morale are high, and that you're able to build powerful, lasting relationships with people who may be doing most of their work while you sleep. The authors help you maintain your sanity while practicing what has become, in a very real sense, 24/7 leadership.
Audio CD
Published May 15, 2018
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599 people want to read
About the author
Kevin Eikenberry
25 books30 followersKevin Eikenberry is a recognized world expert on leadership development and learning and is the Chief Potential Officer of The Kevin Eikenberry Group. He has spent nearly 30 years helping organizations across North America, and leaders from around the world, on leadership, learning, teams and teamwork, communication and more. Twice he has been named by Inc.com as one of the top 100 Leadership and Management Experts in the World and has been included in many other similar lists. He is the author, co-author or a contributing author to nearly 20 books, including Remarkable Leadership and bestseller From Bud to Boss (with Guy Harris), The Long-Distance Leader: Rules for Remarkable Remote Leadership and The Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere (with Wayne Turmel). His blog is consistently ranked among the world’s best, most read and most shared on leadership. He's also the host of The Remarkable Leadership Podcast.
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Displaying 1 - 30 of 37 reviews
January 3, 2023
Ehh, nothing super game changing in here.
June 1, 2020
This was a really nice book. All expectations met. They were low, as the last one I read was "Remote: Office not required" and I was a tad pessimistic about the books being up-to-date with actual remote processes. But this was written in a little more untimely manner and was not that much tied to the tech but rather to the processes. Worth going through.
May 10, 2020
Much of the book rumbles around age-old boilerplate around leadership and it's original content about the "remote" part runs thin. Concentrated form and pacing make sure it won't drag on forever and begin an age-old advice, there's more truth to it than not. It'll be time well spent on giving thought about the topics covered no matter which side of the table you are at.
July 2, 2021
I read this for my work book club. Some of the content was common sense, some of it was familiar from other seminars and training, and a good bit was new to me with ideas I will keep in mind moving forward in our new virtual environment at work.
November 17, 2018
This is a clear, direct, and commonsense book on an important subject. And I don't say that because I've just written a book on a closely related topic. As Eikenberry notes, 80% of leaders have at least one remote worker on their teams, and most have more. People work remotely more often all the time, either because they're on a global team and work with people they rarely see face-to-face, or because they come into work less often than before. And so the question follows: what changes and what stays the same with leadership of these new remote teams and workers? The Long-distance Leader addresses the question concisely and persuasively. Highly recommended for all remote leaders.
April 16, 2020
Leaders may want to read this book as more and more people move to a work-from-home situation. There is a lot of common-sense reminders in this book. Here are a few insights:
In the book, The Long-Distance Leader, these questions were asked:
• How do we know people are really working?
• Are people getting enough social interaction?
• Are we getting good feedback when we need to consider options?
• Can we be as effective a leader as when we’re co-located?
Accept the fact that leading remotely requires you to lead differently. Today, according to the Project Management Institute, 90 percent of project teams have at least one member (usually more) who aren’t co-located with the rest of the team. Nearly 80 percent of white-collar supervisors have at least one direct report who works in a different location — at least part time.
Know that working remotely changes the interpersonal dynamics, even if you don’t want it to.
Use technology as a tool, not as a barrier or an excuse. The Remote Leadership Model depicts three inter-working gears that work together to propel remote work. The largest gear is “Leadership and Management,” which is the work you were hired to do. The second, smaller but critical gear is the “Tools & Technology” you must use in order to make the work happen at distance. Finally, the smallest gear is “Skill & Impact” — the ability to use those tools well. The Tools and Technology gear is perhaps the most important difference when leading remotely. Are you using the right tool for the right job? Do you rely too much on the tools you’re comfortable with? The Skill and Impact gear is the simplest concept, the easiest one to maintain, yet often the one that can cause the biggest problems. Choosing the appropriate tool for the job is critical. But if you can’t use the tool you’ve chosen effectively, all the hard work and good intentions in the world won’t get the job done.
Leading requires a focus on outcomes, others and ourselves. The Three O Model of Leadership is: Outcomes, Others, Ourselves. People must know how what they do fits into the work and success of the team.
Personal/individual outcomes. Remember working remotely can be like living alone on an island. There is less interaction, and none of it happens serendipitously.
Without solid, clear targets, individuals can drift, losing sight of both the big picture and their role, too. That’s why tools like electronic dashboards, intranets and online project management systems are so important — they provide visibility even when people are miles apart.
On a daily working basis, perhaps more important than goals are expectations. Expectations aren’t just about the “big G” goals or the “what needs to happen.” They are about how the work gets done: the rules for working together, the way you’ll support and help each other, what tools you’ll use and what good communication looks like.
Too many coaches do too much of the talking too much of the time. If you want to be a better coach, you must create a real two-way conversation with the other person about their behavior and results. The best way to do this is to ask them first, and create a conversation with them speaking first.
Leading remotely requires influence more than command. There are levels of accountability, trust and proactive communication that, while desirable in a traditional workplace, are absolutely critical when you’re not in close physical proximity.
Assessments like DISC, Myers-Briggs, Insights or Strengths-Finder can help you and your team identify the areas where you mesh together, as well as where there may be sources of challenge. Consider people’s preferences, and ask people how they want to work with you.
Consider gathering information more widely and in a variety of ways; then process that data into a clear, accurate picture of what’s going on around you. As a leader, are you being seen often enough? How are you visible to your team? And what are they seeing (and how do you know)?
What’s different when working remotely is that trust is harder to build and more easily broken. The Leadership Institute has identified three components necessary for high levels of trust to exist: common purpose, competence and motive. The more alignment of these three components, the more trust will exist.
Be mindful of your messages and communication goals; then choose the right tool for the task. Be mindful of what you’re trying to get across, to whom and how “richly” it needs to be done. Maximize a tool’s capabilities or you’ll minimize your effectiveness.
Balance your priorities to be a remarkable Long-Distance Leader. Outcomes and Others do come before Ourselves. (I don’t agree with this.) A leader who is physically exhausted, mentally drained and socially isolated is not going to be effective.
There is a difference between self-preservation and selfishness.
Your values determine how you decide what is truly important to you. So, what is important to you? When you ask questions about what is important to you and answer honestly, you will begin to see that the barriers to managing your time are mostly of your own construction. Everyone has the same amount of time — the question is how you will use it. As Kevin Eikenberry says in Remarkable Leadership, time management is really choice management. If you aren’t clear on your values, you can’t make clear choices on how you are using your time. Knowing your values allows you to prioritize your activities. Make a list of things that are important to you, and ask yourself, “Am I satisfied with the time I’m giving them?”
What kind of organization do you want to be? Does your current culture match this vision? Every company has a culture, which is defined as “the way we do things here.” It doesn’t take much insight to realize that when people work apart from each other, the way things are really done can vary greatly.
Without guidance, people working remotely and left to their own devices tend to get very task-focused and independent. What behaviors do you expect from your Long-Distance Leaders? What skill gaps must you address?
The focus of “developing and supporting” should be learning and not simply training. When you change your perspective to learning, you will do three things: connect learning to the work, make learning available in different ways and make it a process.
In the book, The Long-Distance Leader, these questions were asked:
• How do we know people are really working?
• Are people getting enough social interaction?
• Are we getting good feedback when we need to consider options?
• Can we be as effective a leader as when we’re co-located?
Accept the fact that leading remotely requires you to lead differently. Today, according to the Project Management Institute, 90 percent of project teams have at least one member (usually more) who aren’t co-located with the rest of the team. Nearly 80 percent of white-collar supervisors have at least one direct report who works in a different location — at least part time.
Know that working remotely changes the interpersonal dynamics, even if you don’t want it to.
Use technology as a tool, not as a barrier or an excuse. The Remote Leadership Model depicts three inter-working gears that work together to propel remote work. The largest gear is “Leadership and Management,” which is the work you were hired to do. The second, smaller but critical gear is the “Tools & Technology” you must use in order to make the work happen at distance. Finally, the smallest gear is “Skill & Impact” — the ability to use those tools well. The Tools and Technology gear is perhaps the most important difference when leading remotely. Are you using the right tool for the right job? Do you rely too much on the tools you’re comfortable with? The Skill and Impact gear is the simplest concept, the easiest one to maintain, yet often the one that can cause the biggest problems. Choosing the appropriate tool for the job is critical. But if you can’t use the tool you’ve chosen effectively, all the hard work and good intentions in the world won’t get the job done.
Leading requires a focus on outcomes, others and ourselves. The Three O Model of Leadership is: Outcomes, Others, Ourselves. People must know how what they do fits into the work and success of the team.
Personal/individual outcomes. Remember working remotely can be like living alone on an island. There is less interaction, and none of it happens serendipitously.
Without solid, clear targets, individuals can drift, losing sight of both the big picture and their role, too. That’s why tools like electronic dashboards, intranets and online project management systems are so important — they provide visibility even when people are miles apart.
On a daily working basis, perhaps more important than goals are expectations. Expectations aren’t just about the “big G” goals or the “what needs to happen.” They are about how the work gets done: the rules for working together, the way you’ll support and help each other, what tools you’ll use and what good communication looks like.
Too many coaches do too much of the talking too much of the time. If you want to be a better coach, you must create a real two-way conversation with the other person about their behavior and results. The best way to do this is to ask them first, and create a conversation with them speaking first.
Leading remotely requires influence more than command. There are levels of accountability, trust and proactive communication that, while desirable in a traditional workplace, are absolutely critical when you’re not in close physical proximity.
Assessments like DISC, Myers-Briggs, Insights or Strengths-Finder can help you and your team identify the areas where you mesh together, as well as where there may be sources of challenge. Consider people’s preferences, and ask people how they want to work with you.
Consider gathering information more widely and in a variety of ways; then process that data into a clear, accurate picture of what’s going on around you. As a leader, are you being seen often enough? How are you visible to your team? And what are they seeing (and how do you know)?
What’s different when working remotely is that trust is harder to build and more easily broken. The Leadership Institute has identified three components necessary for high levels of trust to exist: common purpose, competence and motive. The more alignment of these three components, the more trust will exist.
Be mindful of your messages and communication goals; then choose the right tool for the task. Be mindful of what you’re trying to get across, to whom and how “richly” it needs to be done. Maximize a tool’s capabilities or you’ll minimize your effectiveness.
Balance your priorities to be a remarkable Long-Distance Leader. Outcomes and Others do come before Ourselves. (I don’t agree with this.) A leader who is physically exhausted, mentally drained and socially isolated is not going to be effective.
There is a difference between self-preservation and selfishness.
Your values determine how you decide what is truly important to you. So, what is important to you? When you ask questions about what is important to you and answer honestly, you will begin to see that the barriers to managing your time are mostly of your own construction. Everyone has the same amount of time — the question is how you will use it. As Kevin Eikenberry says in Remarkable Leadership, time management is really choice management. If you aren’t clear on your values, you can’t make clear choices on how you are using your time. Knowing your values allows you to prioritize your activities. Make a list of things that are important to you, and ask yourself, “Am I satisfied with the time I’m giving them?”
What kind of organization do you want to be? Does your current culture match this vision? Every company has a culture, which is defined as “the way we do things here.” It doesn’t take much insight to realize that when people work apart from each other, the way things are really done can vary greatly.
Without guidance, people working remotely and left to their own devices tend to get very task-focused and independent. What behaviors do you expect from your Long-Distance Leaders? What skill gaps must you address?
The focus of “developing and supporting” should be learning and not simply training. When you change your perspective to learning, you will do three things: connect learning to the work, make learning available in different ways and make it a process.
March 9, 2019
Ironically picked up this book in an airport and I was about to board a plane to another state where part of my distributed teams works. The title drew me in and a review of the page with the “rules” compelled me to buy it. The content hits on common sense reminders of need for communication on a team but adjusting to that same team that is working in different locations. Many of these aspects are just as true for team sitting in the same location. Regardless of where one is located, people “listen” or process in different ways. To get a message across or gather information, one has to know what methods work best for both parties. Being remote reduces our normal information transactions as we are not able to process in person, visually seeing and sharing facial expressions and body language. Visual methods like video conference calls or Skype can helps with that but still not the same. Good advice throughout, especially if you have people that are not located next to you.
November 20, 2018
I had high hopes for this book. It is hard to find a good book that talks about leading a remote team. Sadly, this isn't one either. Basically, this book just says even though your team is remote, you still have to be a leader. I was hoping for some discussion on how to handle normal leadership issues that are made more difficult in a remote work environment (e.g. communications, tardiness, performance issues, etc).
Oh well, the search continues...
Oh well, the search continues...
March 16, 2020
Since the COVID-19 lockdown started I searched Audible for book on remote work and remote leadership, this was one of the few that came up. The book made some bold claims through the "Remote Leadership Institute" and I was somewhat naively expecting to find the secret sauce for unlocking the full potential of long distance work. Most of it is actually common sense.
Rule 1 Think about leadership first, location second.
Rule 2 Accept the fact that leading remotely requires you to lead differently.
Rule 3 Know that working remotely changes the interpersonal dynamics, even if you don't want it to.
Rule 4 Use technology as a tool, not as a barrier or an excuse.
Rule 5 Leading requires a focus on outcomes, others, and ourselves.
Rule 6 Leading successfully requires achieving goals of many types.
Rule 7 Focus on achieving goals, not just setting them.
Rule 8 Coach your team effectively regardless of where they work.
Rule 9 Communicate in the ways that work best for others rather than based on your personal preferences.
Rule 10 Leading successfully requires understanding what people are thinking, not just what they are doing.
Rule 11 Building trust at a distance doesn't happen by accident.
Rule 12 Identify the leadership results you need, then select the communication tool to achieve them.
Rule 13 Maximize a tool's capabilities or you'll minimize your effectiveness
Rule 14 Seek feedback to best serve outcomes, others, and ourselves.
Rule 15 Examine your beliefs and self-talk-they define how you lead.
Rule 16 Accept that you can't do it all-you shouldn't try anyway.
Rule 17 Balance your priorities to be a Remarkable Long Distance Leader.
Rule 18 Ensure your leadership development prepares Long-Distance Leaders.
Rule 19 When all else fails, remember Rule 1.
Rule 1 Think about leadership first, location second.
Rule 2 Accept the fact that leading remotely requires you to lead differently.
Rule 3 Know that working remotely changes the interpersonal dynamics, even if you don't want it to.
Rule 4 Use technology as a tool, not as a barrier or an excuse.
Rule 5 Leading requires a focus on outcomes, others, and ourselves.
Rule 6 Leading successfully requires achieving goals of many types.
Rule 7 Focus on achieving goals, not just setting them.
Rule 8 Coach your team effectively regardless of where they work.
Rule 9 Communicate in the ways that work best for others rather than based on your personal preferences.
Rule 10 Leading successfully requires understanding what people are thinking, not just what they are doing.
Rule 11 Building trust at a distance doesn't happen by accident.
Rule 12 Identify the leadership results you need, then select the communication tool to achieve them.
Rule 13 Maximize a tool's capabilities or you'll minimize your effectiveness
Rule 14 Seek feedback to best serve outcomes, others, and ourselves.
Rule 15 Examine your beliefs and self-talk-they define how you lead.
Rule 16 Accept that you can't do it all-you shouldn't try anyway.
Rule 17 Balance your priorities to be a Remarkable Long Distance Leader.
Rule 18 Ensure your leadership development prepares Long-Distance Leaders.
Rule 19 When all else fails, remember Rule 1.
May 13, 2021
Well written guide to leading in an increasingly virtual/remote environment. I especially liked that the book was written prior to the COVID pandemic thus it’s not an overreaction to current events. If you are a supervisor in 2021 and beyond, you should read this book. Key excerpts include:
- And if leadership is an action, that means it isn’t a title or position. You are a leader when people follow you – if they aren’t following, then you aren’t leading. P3. PJK. Very true! You can't force someone to follow you for very long.
- Remote workers… They lack the constant visual and other cues that frequent interaction and exposure to each other provide. Communication might be constantly mediated by screens and email. P24. PJK. Supervisors need to work harder at times to ensure a remote employee has full situational awareness.
- Often as people work remotely, their work becomes more focused on individual tasks and individual contributions. P32. PJK. In my opinion, at high levels of management this becomes a huge remote work concern. Individual productivity may increase, but does the overall team improve... or degrade over time?
- Software developers are aware of a rule of thumb that applies to nearly every software tool ever built – 80% of people use 20% of the features. p41. PJK. Didn’t expect this line in a book on teleworking, but it’s very true. And it makes me wonder about future IT purchases for my organization.
- And if leadership is an action, that means it isn’t a title or position. You are a leader when people follow you – if they aren’t following, then you aren’t leading. P3. PJK. Very true! You can't force someone to follow you for very long.
- Remote workers… They lack the constant visual and other cues that frequent interaction and exposure to each other provide. Communication might be constantly mediated by screens and email. P24. PJK. Supervisors need to work harder at times to ensure a remote employee has full situational awareness.
- Often as people work remotely, their work becomes more focused on individual tasks and individual contributions. P32. PJK. In my opinion, at high levels of management this becomes a huge remote work concern. Individual productivity may increase, but does the overall team improve... or degrade over time?
- Software developers are aware of a rule of thumb that applies to nearly every software tool ever built – 80% of people use 20% of the features. p41. PJK. Didn’t expect this line in a book on teleworking, but it’s very true. And it makes me wonder about future IT purchases for my organization.
July 2, 2018
The Long-Distance Leader is a comprehensive guide to the challenges faced in leading remote teams and direct reports.
Authors Eikenberry and Turmel have done an excellent job in highlighting and explaining how managing remote teams is more difficult and challenging than leading a group of collocated team members. More important, they provide a range of easy-to-implement techniques and processes to overcome these hurdles and minimize the difficulties caused by geography and time zones.
The book clearly shows how to enact the core principles of leadership with employees, colleagues, and direct reports spread across different workplaces and scattered across multiple time zones. In the view of the authors, leadership comes first, location second.
With a focus on achieving desired outcomes at a distance and how to engage others who work remotely, The Long-Distance Leader provides insights and tools for improving how anyone leads remote team members.
This is a very timely book as more leaders, particularly first-level leaders and supervisors, are being assigned to lead, motivate, coach, and develop remote team members. Unfortunately, most are not given training in how to do so effectively and efficiently. Thus, this book fulfills a major knowledge gap on a skill that an increasing number of leaders and managers will need to successfully deliver future results.
Authors Eikenberry and Turmel have done an excellent job in highlighting and explaining how managing remote teams is more difficult and challenging than leading a group of collocated team members. More important, they provide a range of easy-to-implement techniques and processes to overcome these hurdles and minimize the difficulties caused by geography and time zones.
The book clearly shows how to enact the core principles of leadership with employees, colleagues, and direct reports spread across different workplaces and scattered across multiple time zones. In the view of the authors, leadership comes first, location second.
With a focus on achieving desired outcomes at a distance and how to engage others who work remotely, The Long-Distance Leader provides insights and tools for improving how anyone leads remote team members.
This is a very timely book as more leaders, particularly first-level leaders and supervisors, are being assigned to lead, motivate, coach, and develop remote team members. Unfortunately, most are not given training in how to do so effectively and efficiently. Thus, this book fulfills a major knowledge gap on a skill that an increasing number of leaders and managers will need to successfully deliver future results.
April 28, 2020
“The battle between perception and reality will always be won by perception. If your team members don’t see the actions that show that you are thinking about them, want them to succeed, trust them, and more, it really doesn’t matter what you are thinking or what your intention is. Kevin has long said “people watch our feet more than our lips,” but when they are remote, they can’t even watch our feet very easily. If you are to be truly Other focused, you must diligently show it to others through your actions.”
This was a very timely book and subject with daily Zoom meetings. Unfortunately, I think the people who need it the most are the ones that won't read it at all and I'm sure if you've lived in the Zoom Universe the last six weeks like many of us have you know who those people are.
This wasn't a groundbreaking book though. I wouldn't recommend it very highly, but if you're looking for a book on this subject, or just new to telecommuting then it wouldn't hurt to start here.
This was a very timely book and subject with daily Zoom meetings. Unfortunately, I think the people who need it the most are the ones that won't read it at all and I'm sure if you've lived in the Zoom Universe the last six weeks like many of us have you know who those people are.
This wasn't a groundbreaking book though. I wouldn't recommend it very highly, but if you're looking for a book on this subject, or just new to telecommuting then it wouldn't hurt to start here.
July 31, 2020
The premise of the book that we should focus on the three O's: others, outcomes and ourselves is promising; Emphasizing the fact that whether it is face to face or remote, the role of the leader does not really change and it is only the method by which we make sure that goals are clear and the tools that we use like technology to minimize distractions that make the difference. One very big lacking aspect of this book are real world examples/scenarios or maybe even scripts of what a one-on-one remote feedback looks like for both a successful remote leader and a failing one. This takes away a lot from the value of the book.
May 7, 2024
The book did have its moments though. I appreciated the questions and exercises at the end of each chapter. However, when it comes to being a go-to guide for leading in our post-COVID world, I'm not entirely convinced. While it touches on remote leadership, it might not be the ultimate compass for this new era of work.
So, if you're after a refresher on leadership with a side of remote insights and engaging activities, this book might be worth a read. But if you're expecting groundbreaking revelations solely tailored to remote leadership in our changing world, you might want to keep searching.
So, if you're after a refresher on leadership with a side of remote insights and engaging activities, this book might be worth a read. But if you're expecting groundbreaking revelations solely tailored to remote leadership in our changing world, you might want to keep searching.
January 7, 2019
Let's start a year of self improvement with an interesting topic: how do you manage people when they are far away from you?
This book is simple and provides some clear insights. It is sometimes addressing too much old-school managers but the ideas are valid for an high-tech user too.
I may get deeper in some topics like the PIN technique and change the way I have 1to1s, for sure I will use some of the online tools that accompany the book (everybody should have a DISC or similar profile). hashtag#thelongdistanceleader hashtag#improve2019 The long-distance leader
This book is simple and provides some clear insights. It is sometimes addressing too much old-school managers but the ideas are valid for an high-tech user too.
I may get deeper in some topics like the PIN technique and change the way I have 1to1s, for sure I will use some of the online tools that accompany the book (everybody should have a DISC or similar profile). hashtag#thelongdistanceleader hashtag#improve2019 The long-distance leader
May 6, 2019
This book explains how leading a remote team is the same and how it is different. It gives relevant and useful tools and scenarios on how to engage your teammates, and turn the potential pitfalls of challenges into opportunities for growth and success. It is easily digestible - and is clearly authored by experts in their field. The leadership insights are unparalleled - and the applications around technology, choices, expectations, and communication between remote team members are true game-changers!
September 11, 2018
As an executive coach and trainer, I constantly am asked how to engage teams and individuals that are remote. It is a common challenge of leaders in today’s global organizations. The authors of this book provide timely and actionable insights. While the book sometimes veers into more general leadership advice more than is necessary for the scope of this book, the book remains the finest book to date on this urgent topic.
March 13, 2025
🎧📖
✅ Good discussion and suggestions about leading or working within hybrid or remote workplace models.
✅ Ideas and inclusions to amplify connection ie: frequency of communication, methods of coaching etc. It also provided insight into additional features of Microsoft Teams (ie: whiteboard) that when done well, enable unique, technological based collaboration.
❌ Parts focused on rather simplistic or basic leadership methodologies that were not overly ‘revolutionary’.
✅ Good discussion and suggestions about leading or working within hybrid or remote workplace models.
✅ Ideas and inclusions to amplify connection ie: frequency of communication, methods of coaching etc. It also provided insight into additional features of Microsoft Teams (ie: whiteboard) that when done well, enable unique, technological based collaboration.
❌ Parts focused on rather simplistic or basic leadership methodologies that were not overly ‘revolutionary’.
March 15, 2019
A good book with insights about applying leadership techniques and management methods to teams or individuals working remotely. This is a timely book as more of the workforce does not sit in the home location. It includes some excellent tips about leading people and managing the workforce when people are working remotely
June 19, 2022
I didn't read anything new, but it is good to see these things concentrated in one place. I do have a feeling that this book is not aging well, there are quite a few things that I find completely irrelevant today, only 4 years after the book went out.
Also, I found his book was written not for me but for the older generations.
Also, I found his book was written not for me but for the older generations.
May 26, 2025
إذا كنت تبحث عن دليل عملي وملهم لتطوير مهاراتك القيادية في عالم العمل عن بُعد، فإن هذا الكتاب يُعد خيارك الأمثل. يأخذك المؤلفان في رحلة متعمقة تُبيّن لك كيف تكون قائدًا فعّالًا رغم بعد المسافات، من خلال مزيج ذكي من المبادئ القيادية التقليدية والتقنيات الحديثة. سيلفت انتباهك نموذج "النتائج – الآخرين – الذات" الذي يعيد ترتيب أولوياتك كقائد، ويمنحك توازنًا بين تحقيق الأهداف ودعم الفريق وتطوير ذاتك. ستشعر بأنك قادر على بناء الثقة وتعزيز التعاون وتجاوز تحديات البُعد الجغرافي. ما سيعجبك حقًا هو الأسلوب العملي للكتاب، وقواعده التسعة عشر التي تصلح كخارطة طريق لأي قائد يسعى للتميّز في بيئة العمل الرقمية. أنصحك بقراءته بعناية وتطبيق ما فيه، فستجد فيه كثيرًا مما يُلهمك لتكون قائدًا لا يُقاس حضوره بالمكان، بل بالتأثير!
تابعني على شبكات التواصل الاجتماعي
سليمان العوشن
http://about.me/aloshan
تابعني على شبكات التواصل الاجتماعي
سليمان العوشن
http://about.me/aloshan
April 10, 2020
"Remember that coaching isn’t about where people are today but where they can be. You must look for reasons to believe in others and their potential."
2 stars because it was okay. Sound rules but too general.
April 13, 2022
This book is fabulous. Though some things were not new to me, the book compiled many things I have read across multiple books. They were excellent reminders for me, and having them in one book has given me an excellent resource for others.
Go forth and lead intentionally!
Go forth and lead intentionally!
October 20, 2023
A short, timely read for readers who learned during the pandemic how difficult remote leadership can be. Remote leadership is not going away so leaders everywhere need to know and improve their leadership, and this text provides several examples of how to do just that.
October 30, 2023
Wow, a book on managing virtual teams that didn't waste two or three chapters on how to do interviews or schedule birthday parties. Probably the most practical advice I've read on the subject in the last two years.
September 17, 2018
Good, but kinda shallow. Aimed at offline managers transitioning into the matrix
February 9, 2019
Informative and fun to read (or listen in my case). I'm thinking of purchasing the kindle version as well in order to re-read it and keep better notes.
March 19, 2020
It was good but a bit dated with the advent of slack and some other tools available and what a high tech office looks like in practice.
June 17, 2020
Common basic things but still very useful, especially now that the world is going remotely
July 19, 2020
Very good book especially now for those who have to lead remotely.
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